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Lessons from the Great American Leaders & How They Apply Now

Archive for the ‘Teams’ Category

Five Pitfalls Teams Need to Avoid

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Problems can arise throughout team development and management, but leaders must pay particular attention to the structure and focus of the team. There are many potential pitfalls associated with establishing a team’s mission and focus. These foundational problems can linger and hinder the team’s performance.

Teams can encounter many problem areas during their tenure, but most challenges arise during the establishment of the team. Without a strong foundation that includes a focus, a mission, rules, boundaries and objectives, teams will encounter chronic problems.

It is important for leaders to understand that team productivity will be diminished without a firm foundation. From the outset leaders must invest time and effort in team development to ensure long-term success. This process includes establishing a clear understanding of what to avoid to prevent future problems.

Quality improvement is a common task given to teams. Organizations with teams in this area often stumble into pitfalls and produce poor outcomes. The selection of the wrong process for a team to work on is the main cause of inappropriately focused teams.

Selection of a Project No One Is Interested in

As organizations assign and develop teams for various projects, one common problem stems from selecting projects neither managers nor team members are concerned about. Consequently, the project will likely die from inattention. Often individual team members are assigned to several teams, and will only focus their attention on the projects they are interested in.

Often the only motive that sustains the effort of the team is the commitment of its members. If uninterested in a project, individuals will resist it, hampering the team’s ability to meet and work together effectively. When leaders develop new teams, the projects they assign should be meaningful to the active team members.

Selecting a Desired Solution

Leaders tend to think they already know which improvements need to be made before a team meets to study a problem, analyze it and make recommendations. Consequently, they pick a solution for the team to consider rather than have it look at the larger quality improvement process. This tendency does not empower teams to come up with changes and improvements, and their creativity is held back. As a result, the most creative and effective solutions may not be brainstormed, recommended, analyzed, studied and considered, and the team’s effectiveness and productivity are diminished.

While the leader’s predetermined changes may in fact turn out to be the best way to proceed, teams should be allowed to arrive at their own conclusions, and be free to recommend actions they determine will yield the greatest success.

Projects in Transition

As companies evolve, many processes and projects are in transition. It is wasteful to assign a team a project or process that is undergoing transition or is scheduled for change. The exception here is if changes occur in a process because of the team. In such a case, the team’s resources can be effectively used to study and evaluate the process and determine the best changes.

Selecting a System

Managers often delegate projects that are too ambitious and that should be broken down into smaller components. Properly focusing teams on particular elements of a project facilitates a better chance of success. In this manner they can concentrate their efforts and make recommendations that are easily implemented. Once improvements are made in one small area, teams can methodically move on to other areas. This method allows them to build on their successes and, ultimately, to impact the entire system.

Improper Framing of the Problem

When problems are properly framed, team operational boundaries are defined. But teams can frame a problem too narrowly or broadly.

Broadly defined problems can create projects that are too vague or difficult to label. Consequently, teams quickly find they have neither the time nor resources to deal with such projects. Potential solutions also become broadly defined, ineffective and difficult to implement.

Narrowly defined problems create ineffective solutions. Tight parameters prevent teams from exploring all aspects of the problem and its possible solutions. The final solution can result in issues and concerns that are ignored but should have been considered.

Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Five Critical Factors of Team Success

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Critical team success factors consist of specific elements that are particularly valued for obtaining the best results possible. These tend to reflect five major key areas that include team leadership, shared vision, attitudes and commitment, mutual trust, and team collaboration.

If team critical success factors are not addressed or implemented correctly it will result in a failed team project. They are considered required and necessary for successful team project execution and improved team communication, focus and energy.

If applied and monitored consistently and judiciously, the critical factors of success will allow any team to achieve a high level of capability. Each has an impact on the major processes of: innovation, problem solving, decision-making, and implementation. These processes are the way the team applies its capabilities to get product results.

The First Critical Factor of Success: Leadership

Every team needs a leader who is able to focus its members on a project’s mission, purpose and goals. This individual must be committed to the team’s results and must be willing to be held accountable by the team’s sponsor and other stakeholders for leading the team through processes that ensure its goals are attained. The job of the team leader is to get team members to successfully evolve through each successive phase of a project life cycle. This implies that a keen awareness of the state of the team must be monitored and maintained. In addition, the milestones and long-term goals must be consistently reviewed with the team as a whole. A good leader makes sure that progress becomes the “property” of the group.

Effective team leadership is one of the most important factors for team success and positive results. This is because it tends to have the strongest impact on all aspects of team performance. Team leaders are responsible for engaging each team member in the processes of the team and building a platform of mutual trust that leads to: open debate, collaboration, individual commitment, and personal accountability.

Team leaders set the tone of the team and create the environment within which team members interact and do their work. In addition, they also support and influence key success factors that shape the team’s internal environment and structure. This in turn determines the team’s capability or capacity.

Some key success factors may be beyond the control of the team or the team leader. Such as, higher authority may select the team leader. Or, senior management may determine: team size, arrangement, and perhaps technology and resource support. However, most of the success factors fall under the team’s control and can be developed by it.

The Second Critical Factor of Success: Shared Vision

A shared vision is held together by a sense of passionate interest and value. At the same time it needs to focus on practical aspects such as:

  • Everyday problems
  • New tools
  • Ideas
  • Developments in the field
  • Things that work and other things that don’t

The first step in establishing a shared vision is to identify a related goal that makes a strong impact for and on change. This goal must be more complex than a simple definition and contain:

  • A challenge;
  • An appeal to personal pride;
  • A sense of needed comradery;
  • A call to action that provides an opportunity for the team to make a real difference, and know it.

Only if this can be done effectively will the goal become a powerful vision.

The Third Critical Factor of Success: Attitudes and Commitment

Attitudes and commitment are what make a significant difference in the eventual success of an assigned team project. It is the collective membership of a team that literally decides to succeed. This takes a positive attitude and a strong sense of commitment on the part of all team participants. However, once this mindset is attained it becomes a self-directed impetus for forward movement and goal attainment.

A genuine desire on the part of the team to be successful comes through the evolution of a shared attitude and commitment among the team members that the project will succeed no matter what. This attitude is both powerful and sustaining. An example of this belief comes from Mary Kay Ash, founder of Mary Kay Cosmetics, who stresses: “If you think you can, you can. And if you think you can’t, you’re right.”

Teams that think they can are able to sustain their levels of commitment and positive attitudes by actually visualizing the project at its successful state of completion. In essence, team members are able to create the frame of mind necessary to get them through the inevitable obstacles that can be expected to emerge during every complex development stage and effort. Conversely, teams that lack positive attitudes and commitment effort will be stopped dead by seemingly impenetrable obstacles. It all comes down to the difference between doing difficult, creative thinking when it is necessary, or to simply accept defeat because the solution tends to require too much effort.

In some cases, a team literally decides to fail as in the book Peopleware, where Tom DeMarco and Timothy Lister coined the term “teamacide.” This is where team participants plainly make a conscience decision, without openly addressing it, to cause the project to fail. This may be the result of personal conflicts, technical or departmental frustrations, or a lack of support.
Whatever the reason, the team undertakes a major negative shift in attitude, which becomes devastating to the team process as well as to the project itself.

Oftentimes even if only one individual develops a negative attitude, other team members become exposed and follow along. Before long, everyone on the team “catches” varying degrees of negativity and a loss of enthusiasm and commitment. The only truly effective remedy to overcome this is the attitude of the team leader, who must remain disciplined enough to guide the team through its various drops in morale.

The Fourth Critical Factor of Success: Mutual Trust

Mutual trust is considered to be the most important element of successful teamwork. As part of a team’s self direction, it is trust that enables the team to engage in open debate and decision making that leads to “a commitment of action” on the part of individual members of the team.

At times it is easier to instill and establish trust than it is to sustain it. Building high levels of trust requires an openness that allows team members to know and understand the beliefs and behaviors of all members of the team, so that team actions can be structured to take advantage of each member’s uniqueness and talents. As part of the process it is important for team participants to develop an understanding of how individual members of the team view themselves and how each responds to others within the team.

Teams thrive on trust. One of the main dynamics of a self-directed team is that part of its structure, practice and principles require that members ask for and offer help to one another to initiate and maintain mutual caring and sharing. Having open, frank and supportive discussions generates a strong bond and a sense of connection and trust among members.

Sometimes elements of trust become formalized within team guidelines and standards, which helps to sustain it. But often these elements simply remain “what everyone knows” about good and positive team practice. In the course of helping each other and sharing ideas, and collectively solving problems, “everybody” tends to become a trusted group of equal peers.

The Fifth Critical Factor of Success: Team Collaboration

An effective team consists of team members who are actively involved and engaged in the work and focus of the team. This requires all team members emotionally commit to actively and openly participating in the team’s processes and in the pursuit of the team’s goals. Each separate team member must willingly commit to carry out action plans that are necessary for the team to reach its defined goals. Each must also be dependable and willing to carry the full weight of personal responsibility to complete his or her individual commitments according to deadline.

An actively engaged team member tends to enthusiastically support others, which adds greater value to the team itself. When enthusiasm becomes combined into a high level of synergy, it is much easier to prepare and implement team processes. Because of the team’s ability to engage everyone in a positive manner, it also becomes part of the team’s self-directed focus to find solutions to issues and challenges both from an individual and team standpoint. All members will constantly seek to improve themselves for the benefit of the team and will refuse to quit or give up until the goal is attained.

The power of teamwork dynamics is engaged when team members come together to focus collectively on goals, issues, challenges, and problems. Team leaders must carefully manage the processes of team meetings in order to maximize the power of the collective knowledge and skills of the team members. As part of the collaboration process, more effective teams tend to follow a meeting methodology that both focuses on dealing with issues requiring the team’s attention and maximizes the power of collective knowledge and the skills of the team members.

Collaboration works to help establish personal accountability. Team goals will usually not be realized until individual commitments are completed and team members embrace a discipline to complete their commitments as scheduled. Through personal collaboration team members must agree to hold each other personally accountable for completing the commitments each person has made to the team.

Barriers to team and individual progress will occur in every team effort. However, collaboration works to effectively remove barriers and hurdles to ensure progress toward team goals and keep the team running smoothly and proactively. A highly collaborative team will make certain that each team member continuously reports the status of their open commitments to the team, so that barriers to completion can be identified early on. This allows the team leader and other team members the opportunity to deal with certain issues before overall milestones, timelines and deadlines are impacted.

Excerpt: Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

October 25, 2013 at 10:22 am

How Personal Agendas Can Destroy a Team

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Effective teams worry about obtaining positive results. This is why they typically succeed in the projects they are assigned, and in implementing the positive solutions they generate.

Teams are unlike work groups. They are an assembly of people who are committed to balanced participation, equal contribution and regular deliberation. The ideas and abilities of individual team members need to be used for the overall good of the project or its purpose. Such a collaborative dynamic does not occur automatically. It takes a great deal of energy and purposeful activity and is easily destroyed by the lack of focus, agendas and motivation of participating team members.

Successful teams consciously focus on how to generate better results. To get them, a team needs to be able to organize its talent, assigned roles, tasks and processes so members remain interested and absorbed in what the team is charted to do and accomplish.

When a team does not worry about generating positive results, it will never function as effectively as it can. One reason is because members will resort to performing roles and taking stances that tend to suit and advance their own purposes and desires, but act against the best interests of the team.

These actions are quite destructive. They can easily undermine team success in terms of efficiently and effectively addressing and accomplishing the task it was assigned. These destructive forces must be guarded against if a team is to be a highly productive and functional decision making entity.

When a team fails to be results oriented, it tends to allow five major destructive forces to take root. This is the result of looking the other way and allowing members who have a tendency for continually “turning off,” “labeling,” “playing devil’s advocate,” “controlling” and “yes-butting” to take over team processes and group dynamic standards and structure.

To obtain better team results and sustain a high focus on generating them, with the least amount of disruptive interference, the team alone must become responsible for:

  • Minimizing actions that result in negative attitudes toward addressing and advancing the team project
  • Maximizing actions that make team participants enjoy the process of collaborative problem solving and experimentation
  • Modeling and reinforcing effective performance techniques that have a problem-centered focus
  • Getting team members excited about the project’s associated opportunities and challenges
  • Making the team as a whole eager to function effectively and cooperatively while moving it continually forward
  • Reducing frustrations to prevent members from becoming unmotivated and giving up
  • Overcoming and preventing these major destructive forces is absolutely necessary.

Turning off Others and Project Excitement

There are seven specific actions that work to turn others off as well as decrease levels of personal and team enthusiasm toward an assigned project:

  • Personal interruptions when someone is trying to explain something
  • Taking discussions off track
  • Ignoring what a speaker is saying
  • Ignoring and/or downplaying others and their responses
  • Using nonverbal negative communication tactics
  • Being singularly focused and totally closed-minded
  • Using derisive humor

Any of these actions indicate that a team member simply doesn’t want to take responsibility to help the team perform and function well, or take an active interest in what it is trying to accomplish and tend to generate a lot of conflict within a team.

This is because individuals who attempt to shut down the sharing of explanations, insights and opinions will impede team progress and problem solving efforts, which makes it difficult and frustrating for others who want to move forward.

It is easy to predict that the majority of team members will likely tend to isolate offending individuals rather than openly and conscientiously deal with their inappropriate actions in an attempt to alter or change their behavior. As a result the team loses a valuable member simply because it failed to adhere to and reinforce the standards of communication it had set for itself.

Labeling

When a team fails to maintain a results-oriented focus, it often allows labeling to go unchecked. When someone inside a team places a label on another member’s behavior or attempts to describe another’s attitudes or motives, this individual becomes a detrimental force to reckon with.

Major breakdowns in team process and progress are often due to intentional or unintentional labeling practices. Labeling occurs when team members: talk forcibly to someone, intentionally confront another person in an intimidating manner, suggest that another person has a particular attitude or unworthy motive, or react sharply by challenging what another person is saying or implying.

Whatever tactic is used, predictably speaking, a team can be certain that the person being attacked will immediately resort to a defensive position, and conflict and resentment will follow. This tends to disrupt and halt any discussion or conversation. In teams this is extremely detrimental and unproductive.

Not only do labels affect the whole team in a social way, but also seriously affect the individuals being labeled from a psychological standpoint. Members who are labeled negatively by their team counterparts or peers tend to: be more depressed, have a lower self-esteem, portray defensive characteristics, and dominate others as a personal protective measure.

Self-concept may play a large role in the everyday happenings of labeling behaviors. When a team member assigns a label to another team member, it may actually reflect how this particular person perceives and views him or herself.

Research further suggests that a person’s flexible self-concept influences the process by which people form impressions of others. In other words, self-concept impacts the labels one tends to apply to others.

No matter what, labeling practices are fairly predictable. Silence and non-participation will become more apparent within the team, and resentment toward others will cloud and hinder open communication.

Playing Devil’s Advocate

Playing the role of devil’s advocate is typically exhibited through the use of the word “no,” which oftentimes is referred to as “nay-saying.” Predictably, this type of occurrence generates not only conflict and chaos, but also frustration and stress within the team setting.

A devil’s advocate makes certain that whatever is ineffective or bad in regard to another’s idea, opinion or suggestion is openly and emphatically expressed. They emphasize so powerfully what is wrong with something, that what is right tends to get buried or ignored before it is even explored.

It is important to counter this type of team-subverting behavior, which can be done individually by interjecting something like:

  • “I heard what you had to say but I would also like to hear another’s point of view on this.”
  • “I am really not interested so much in why (name) takes this position as I am in (name’s) reasoning behind it, and this is what I wish to know more about.”
  • “I totally agree that there may be reasons why this won’t work, but I am intrigued by the possibility that it may work. Let’s address why and how it could possibly work
  • effectively.”

Controlling

Without maintaining a focus on how to get the best results possible, it becomes easy to predict that a team will allow one or more of its members to control its: progress, issues, structure, methods of problem solving, and overall situations. This becomes a major reason why a team ends up functioning far less effectively and obtaining lower-level results.

It is important to understand what control looks like so the team can proactively watch for and effectively handle these types of situations. Individuals who always attempt to take control tend to have personalities that are fear or pride driven, even though they may have no idea that these two factors continually influence them.

The team needs to take a step back and ask, “Why does this person feel the need to dictate or to control this issue or situation?” Most controlling individuals tend to fear that if they do not control the situation, they will lose control of their surroundings and influence.

Often control is related to one’s feelings of self-importance or pride as an individual feels the need to be in control to feel special or be the center of attention. Unfortunately, “pride” in a team setting often manifests itself as an unwillingness to back down or to surrender power or authority. Ultimately it is to accept that someone else might be right and that the other might be wrong.

The team and its members must realize that control is the opposite of trust. If a member feels the need to constantly be in control of what the team focuses on, how something is done or what it does, this individual is demonstrating that he or she does not trust the team to make appropriate or effective decisions on its own.

Predictably, this lack of trust is detrimental, especially within a team setting, since trust is a vital part of the team relationship process, which enables each person within it to feel important and trustworthy.

Many controlling personalities don’t ever think about what they are doing. Most don’t realize that they are controlling individuals until they are told. Control can be broken. It is not a permanent condition that cannot be changed. Most people who are controlling in their actions and behaviors want to change, they just don’t know how.

Several action steps members can take to help overcome control issues within the team environment include:

  • The first step requires the team to acknowledge that an individual is projecting a dominating or controlling personality.
  • The second step requires openly addressing it. For those with pride-based control, this is a difficult exercise, but a very important one that is crucial to change.
  • The third step requires the offending individual to accept needed, constructive criticism, which can be part of the set standards for the team.
  • This step will demonstrate a true desire on the person’s part to be a better team player. It also will begin to reestablish elements of personal as well as team trust.
  • The fourth step requires changing the team’s reaction to control-based situations. These circumstances will occasionally happen, but as a team it is important how its members react, address and respond to them.
  • The fifth step requires creating a more solid, positive team atmosphere, which includes keeping positive words flowing, never talking in a derogatory way about others, either in front of or away from them.

“Yes-Buts”

One of the most common occurrences within a team discussion is demonstrating the “yes-but” syndrome. This is typically done in response to someone’s ideas, suggestions or way to approach something.

Predicting the effects created by this is fairly reliable: unclear, ambiguous messages are sent and interpreted. Responses appear to say one thing but actually convey another leading to team communication breakdowns and miscommunication.

This is one of the hardest practices to detect within a team setting because it is often used so subtly and skillfully. Yes-buts:

  • Imply, “I heard what you said but you are wrong.”
  • Tend to be a personal discounting of what another person says or believes.
  • Tell the speaker, “As a listener I think you may have a good or useful idea or suggestion, but it isn’t worth much in this situation.”

The “yes-but” technique is often used to soften the blow of disagreement. This approach tends to occur most when members on the team attempt to personally sell an idea to others or want to take control of a situation.

Either way, “yes-butting” should be put to rest quickly. Allowing team members to apply this technique will predictably hinder progress while forcing likely effective solutions out of the problem solving picture.

Related:

Five Critical Factors of Team Success

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Excerpt: Developing & Planning for Team Results (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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What You Need to Build Strong Teams

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A team is defined as a small number of individuals with complementary skills who are committed to a common purpose, approach and set of performance goals to which all are held mutually accountable. A more detailed examination of this definition will further elucidate strengths of the team approach.

The fact that individual member efforts and overall group performance are inextricably linked makes the team the most productive performance unit an organization has at its disposal. The team is collectively responsible for specific results and will achieve them provided the performance ethic of the company is strong enough.

Within teams, each specific member’s commitment to the common purpose in a set of related performance goals is of paramount importance. Each individual must believe the team’s overall objective has a direct bearing on the success of the company and must collectively keep each other honest in assessing the results relative to that purpose.
There are a number of elements that give teams their internal strength. These include:

Size

Research has shown that most teams range from 2 to 25 individuals; however, the average number is less than 10 members. Smaller teams tend to be more effective, as larger numbers of people have trouble interacting constructively as a group. Large teams are also less likely to reach timely agreements on the actionable steps required to move the team forward. Often large groups defined as teams tend to break themselves down into smaller sub-teams that are responsible for more secondary aspects of the project or problem.

Complementary Skills

In order to be effective, teams must be comprised of individuals who have the right mix of skills in three areas.

  • Technical or Functional Expertise – Team members should possess the appropriate technical or functional know-how required for the team to accomplish its goals or objectives. Specific expertise is defined by the breadth and scope of the problem and the capabilities required to resolve it.
  • Problem Solving and Decision Making Skills – Teams must be able to identify any problems and opportunities that arise. They must be able to evaluate available options and make necessary trade-offs and decisions before proceeding. Therefore, it is important for the majority of if not all team members to possess advanced problem solving and decision making skills that will allow them to effectively move the team forward.
  • Interpersonal Skills – Teams depend on effective communication and constructive conflict resolution. These abilities depend on the interpersonal skills and emotional intelligence of individual members, including respect, active listening and empathy as well as the ability to handle criticism, remain objective, take risks and build trust. As leaders appoint members to their team, common sense should guide them in selecting individuals with the necessary complement of skills to achieve the team’s purpose. While many teams are assembled based on more subjective personal criteria or according to a formal position description, these interpersonal areas should be considered first and foremost when selecting team members.

Common Purpose

Teams develop direction, momentum and commitment by working to shape a meaningful purpose. Effective teams invest extensive time and effort in exploring, defining and agreeing to a purpose that belongs to them both collectively and individually. Once achieved, this gives teams an identity that reaches beyond the sum total of the individuals involved. This identity keeps conflict—something both necessary and threatening to teams—constructive by providing a meaningful standard against which to resolve clashes between individual and team interests.

Common Approach

As teams require a common approach, or how they will work together to accomplish their purpose, individual members must agree on who will do specific jobs, how schedules will be set and adhered to, what skills need developing, how continuing membership is to be earned and how the group will make and modify decisions, including when and how to change it’s approach to getting the job done. The agreement on operational specifics and how they integrate individual skills and advance the team’s performance lies at the heart of shaping a common team approach.

Mutual Accountability

A team is not viable until it can hold itself accountable. Teams enjoying a common purpose and approach inevitably hold themselves individually and collectively more responsible for the team’s performance. Teams further develop specific performance goals to provide clear yardsticks for accountability.
Accountability provides a measure of the team’s quality of purpose and approach. Groups lacking mutual accountability for performance have not shaped a common purpose and approach that can sustain them as a team.

Excerpt: Building Strong Teams: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011) $ 17.95 USD

Related:

Self-Directing Teams Place Responsibility Where Work is Performed

Eleven Factors That Affect the Team Environment

What Is Involved in the ‘Teaming Process’

How Do Know If Your Teams Are Remaining Strong & Productive

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Building Strong Teams: Pinpoint Leadership Skills Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

September 9, 2013 at 1:39 pm

Apprehend, Think, Learn and Innovate – The Building Blocks of Knowledge-Based Work

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The knowledge revolution has rendered many conventional management methods obsolete. Unprecedented and rapid advancements in information technology, telecommunications and artificial intelligence are transforming both the content and context of work.

Those on the leading edge of these changes have created virtual organizations that have obliterated what has been considered the raw materials of the traditional bureaucracy—the office and files. These traditional elements have been replaced by intranets, electronic databases and groupware as well as web and teleconferencing.

Organizations are increasingly devoting their resources to apprehend, think, learn and innovate—the building blocks of knowledge-based work.

The changes organizations are experiencing are causing them to employ more individuals who use and apply their thinking skills rather than simply follow directions.

Under conditions of uncertainty, bureaucratic organizations do not possess the requisite learning and information processing capacity to cope with the accelerating rate of both technological and social change.

It is important for leaders to understand that they are working within a dynamic and changing environment. As such, their individual actions are not conducted in a void, but in this environment. Likewise, teams are structured and developed in the same atmosphere, where they must relate and work together to accomplish organizational goals.

Many organizations have experimented with the use of teams in the development of various management fads, such as re-engineering and TQM, with mixed or poor results. As teams are structured, leaders must explore the self-directing team structure as one that is capable of producing more desirable and satisfactory results.

The key feature of self-directing teams is the underlying structure that places the responsibility for control and coordination where the work is actually performed. These teams are also held responsible for managing their work process and are held accountable for the results.

Once considered a radical shift in management thinking, many organizations have discovered that self-directed teams are dynamic in nature, and the dynamism of these teams closely lines up with the changes in the business. This shift gives organizations the ability to create continuous self-renewing learning functions that are manifested in the following team structural features:

  • Employees have the knowledge, information and skills to make all of the decisions that concern them.
  • The authority and responsibility for control and coordination are located as closely as possible to the individuals actually involved in the work process and those who deal with customers.
  • Authority is not based upon hierarchical position or status, but upon competence and expertise.
  • Management and leadership are shared functions widely distributed across levels and departments.
  • Access to information and feedback is both transparent and instantaneous.
  • All organizational support systems are congruent and synergistic with the requirements of a self-directed work structure.
  • The overall role of management is redesigned to focus on the creation of value for key organizational stakeholders including shareholders, customers and employees.

It should be obvious that self-directing teams are structured to more efficiently organize work. They display the properties of complex adaptive systems. The elements of such a system are capable of a high degree of cooperative behavior, where the group is capable of producing more complex results than any single individual could.

Additionally, self-directing teams have a superior competitive advantage because they create a redundancy by extending the skills and functions of individual members and by relocating the responsibility for the control and coordination of work to the specific level that work is performed at. Self-directing teams absorb the function of management since they have the direct responsibility for achieving and measuring results.

Overall, the structure of self-directed teams provides organizations with the flexibility to quickly adapt to meet the challenges facing them, all the while possessing a strong sense of confidence in their success.

Related:

The Use of Teams Requires Self-Discipline

Five Critical Factors of Team Success

Seven Negative Roles & Behaviors Which Undermine Team Performance

Excerpt: Developing a Team Approach: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

 

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Producing Better Decision-Making That Results in More Positive Outcomes

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One of the primary reasons organizations and companies go through the effort of developing a qualified team environment is to produce better decision-making that results in more positive outcomes. This creates a more effective, efficient and productive work environment that helps ensure the success of the organization.

Good decision-making is facilitated by open and effective team communication that allows teams to consider all perspectives and points of view. The synergy of the team allows it to make decisions and outcomes that individuals alone would be unable to reach. Properly done and implemented, effective team decision-making makes the job immensely easier for everyone involved.

When leaders build an effective team structure and facilitate its activities, they will find that teams are more effective and productive at making decisions than leaders alone would be. This not only makes the leader’s job easier, but also enables their organizational unit to be more effective in implementing new decisions.

The structure and synergy created in the team environment greatly enhances decision-making in all organizational settings. This section discusses what contributes to this enhanced decision making ability.

Increased Informational Flow

The structure and makeup of teams typically allows them to develop more information and data than the average individual is capable of producing. Additionally, because of the number and combination of individuals, teams can analyze information and data more effectively and efficiently than a single individual. These enhanced analytical skills allow teams to base their decisions more on facts and data in order to support their conclusions and recommendations.

Balanced Perspectives

The structure of the team allows for the input of more feedback and perspectives on any specific issue or topic because all team members are mandated to participate and supply their feedback. The team has the ability to produce a balanced perspective on any issue it reviews.

All Points of View Considered

The brainstorming and consensus-building techniques employed by most teams allow them to consider all points of view and perspectives supplied by team members. Throughout the process, concepts are built upon in order to consolidate ideas and perspectives and use the synergy of the group to create more powerful solutions. This allows the team to weigh alternative solutions before reaching a final decision.

Solutions Prioritized

The consensus building and synergy of the team in the decision making mode allows it to consider, weigh and prioritize all possible solutions to any issue or problem. This process is based on criteria established by the team ahead of time, freeing it from any personal bias or agenda. It allows teams to effectively filter all potential solutions in order to arrive at the best possible decision.

Positive Outcomes

The team process allows people to thoroughly consider all points of view and create balanced solutions that ultimately produce positive outcomes for the organization.

It should be noted that initial decision-making in new team environments can be awkward and time-consuming. As teams become more experienced and mature in making decisions, the entire process will become more streamlined, automatic and efficient. Leaders should avoid the temptation of minimizing the team’s ability to grow, especially during the early stages of team development. Doing so will hinder its potential for growth, effectiveness and productivity.

Excerpt: Boosting Team Communication: Pinpoint Leadership Skills Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

Overcoming and Preventing Groupthink

Seven Negative Roles & Behaviors Which Undermine Team Performance

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Building Strong Teams: Pinpoint Management Skill Development Training Series

Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Empowerment Is Not Synonymous With Surrender

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The maintenance of team strength requires ongoing leadership diligence and interaction. If leaders fail to pay attention to what is happening within the team culture and environment, it is easy to stumble into several pitfalls. Many major problems can be avoided by structured attentiveness.

It is easy for leaders to begin surrendering their personal authority as they actively work to empower team members. Many assume that individual teams are automatically able to meet the responsibilities assigned to them – thus making their jobs and workloads much lighter. When this belief takes hold, it is easy for leaders to assume that their responsibilities are being effectively handled. Because of it, they generally tend to miss the undercurrents and interactions that work to undermine team strength and productivity.

Because leaders understand that empowerment is not synonymous with surrender, they play an active, ongoing role in guiding and directing the actions of their individual teams. The roles and responsibilities of individual leaders are not subjugated to their teams. Rather, teams become a mechanism for leaders to be more effective within their organization and more productive in what they need to achieve within shorter periods of time.

There are a number of common pitfalls leaders can stumble into as they develop and build their teams.

Lack of Solid Team Structure

Leaders must ensure that their teams have a solid structure in place. This includes all team members having a clear and concise understanding of their roles and responsibilities. It also includes development of and adherence to the norms, rules and boundaries established during the team’s formation. Once a particular team has been established, a primary leadership responsibility is to make sure that the team adheres to its overall structure.

Not Being Observant

Within the team structure, leaders need to take a hands-off stance in regard to team matters and discussions in order to actively and impartially observe what is occurring. This enables them to be vigilant concerning internal team conflict, dominant personalities and other issues that can impact an individual team’s productivity, strength and performance. Leaders cannot assume that effective team management occurs automatically within the team growth and development process. Specific attention needs to be paid to all details when any negative occurrences take place.

Allowing or Minimizing Disruptive Team Behaviors

Leaders must understand that the team culture has a specific structure that guides and directs its progress and functioning. Specific roles must be assigned to maintain this structure for an adherence to the rules, boundaries and regulations that a particular team collectively develops.

One common pitfall many leaders stumble into involves allowing individual disruptive behaviors to continue to the point where they actively hamper the team’s progress. The acceptance of disruptive behaviors by leaders and other members can undermine overall team strength, as they have a tendency to intimidate less assertive participants into silence. Leaders must be vigilant for specific behaviors that inhibit the free-flow of ideas, thoughts and feedback within the team culture.

A Failure to Intervene

One of the team leader’s major responsibilities is to intervene whenever required to eliminate disruptive behaviors or any other barriers that negatively impact the entire team process. When they tend to overlook specific performance-inhibiting behaviors, they are ultimately undermining team strength. It is up to team leaders to take increasingly stern measures when intervening within the team environment. These measures often start with intervention in the group setting itself; if this proves ineffective, personal intervention with the offending member(s) must be undertaken.

Displaying Bias or Favoritism

It is easy for leaders familiar with the capabilities of individual team members to display favoritism toward one member over another. However, any open display of bias will automatically cause other team members to be less open in expressing their concerns, feedback and input. Biases and favoritism have the tendency to create a situation where specific team members become dominant, which, because of their power and influence, can result in the assertion of personal agendas and overall conflict.

Not Allowing Teams to Adequately Develop and Police Themselves

It is easy for leaders, especially within a new team environment, to assume total control over the team process. They feel that it is faster and more productive to “tell and instruct” the team in what to do than allow it to develop and chart its own course.

A team learns best when it grows through its mistakes and through problems it must solve on its own. It needs to be given the room to brainstorm and create solutions, while having the freedom to police itself when internal problems and conflicts surface due to disruptive behaviors or dominant personalities.

Team strength is developed when members are allowed to work collectively through specific challenging situations and arrive at effective solutions as a result of them.

Excerpt: Building Strong Teams: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Do Know If Your Teams Are Remaining Strong & Productive

Five Reasons Why Team Communications Can Deteriorate

Eight Strategies for Handling Disruptive Situations

Five Pitfalls Teams Need to Avoid

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

How to Analyze Your Team’s Expectations and Outcomes

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In general, the purpose behind analyzing whether team expectations are being met is to promote, enhance or improve something within the team itself to help overcome or prevent specific problems, weaknesses or hindrances.

When analyzing expectations, it becomes important to focus on three types of project-related outcomes: team knowledge, team processes, and the deliverable. Team knowledge includes understanding team terminology, concepts, and relationships among team actions and results.

Team processes are the steps utilized to create a desired deliverable or end product and include: professional attitudes, self-awareness to know when project steps are executed, and self-control during transitions between project-related steps. The deliverable or end product is what is created as a result of team project activity—such as a plan, method, system, document, or process to meet specified needs.

When it comes to predicting, defining and interpreting a team’s results, outcomes and expectations, there are specific skills that should be applied, which tend to cut across all team-related roles. There are four basic questions individual members need to ask themselves before determining if team expectations are being met:

  1. Am I learning what I need to know?
  2. Am I applying what I have learned?
  3. Am I a good role model and expert?
  4. Am I able to teach others to know and apply important team functions, best practices and group dynamic applications?

There are a multitude of reasons why teams may wish to evaluate their performance, including:

  1. Identify accomplishments.
  2. Evaluate if leadership is shared and effective.
  3. Identify team strengths.
  4. Identify points of team weakness.
  5. Analyze team strengths and weaknesses
  6. Identify group dissatisfaction.
  7. Identify low morale.
  8. Identify confusion of team purpose.
  9. Identify drop in participation.
  10. Avoid team stagnation and demise.

Predicting, defining and interpreting a team’s results, outcomes and expectations and their combined effectiveness can be accomplished through a number of assessment and evaluation resources, including:

  • A complete index or listing of definitions that detail outcomes, which multiple audiences can refer to such as organizational employees, upper management, and/or sponsors
  • The drafting of performance criteria for examining team-related outcomes
  • The application of performance review tools for providing timely feedback and for planning developmental actions intended to improve team performance
  • Providing oral presentations and reports to organizational employees, upper management, and/or sponsors

There are very specific success factors that a team must analyze to determine if it is able to obtain, or is obtaining the results it wants:

The Team’s Ability to Organize

Analyze the team to see if it is:

  • Establishing a system to communicate standards of excellence
  • Delegating tasks and responsibilities
  • Aligning people and resources to present information where all audiences can understand key points and issues

The Team’s Ability to Prioritize

Make sure the team is:

  • Researching information
  • Focusing on issues that are most critical to the success of the project
  • Taking into account the feasibility and the relationship to the goal, blocking time to evaluate
  • Categorizing issues and reprioritizing if necessary
  • Identifying the steps to be taken
  • Identifying the necessary issues to be addressed and placing them into an appropriate order

The Team’s Ability to Analyze

Ensure the team is diagnosing and clarifying issues/data by:

  • Gathering the most relevant information
  • Recognizing broader implications of issues/data
  • Drawing logical inferences
  • Examining interrelationships between all alternatives
  • Making decisions that have the greatest positive impact on team outcomes and its deliverable

The Team’s Ability to Manage Time

Check if the team is using time effectively for tasks that are to be completed, including:

  • Establishing priorities
  • Preparing project timelines
  • Monitoring and managing resources
  • Allocating time for the team to work
  • Reviewing updates
  • Thinking about its next action steps

The Team’s Ability to Question

Is the team effectively using questions, which consists of:

  • Formulating open-ended questions that increase awareness of situations
  • Requesting clear, concise information that achieves desired results
  • Providing opportunities to analyze data that results in finding root causes
  • Creating a nonjudgmental, open and creative environment

The Team’s Ability to Facilitate

Make sure the team works collaboratively to help define its overall goals and specific objectives by:

  • Utilizing effective group dynamic skills (questioning, clarifying, paraphrasing, summarizing, consensus)
  • Applying problem solving skills (assess needs, set expectations)
  • Identifying skills and a timeline
  • Analyzing data to help team members create plans that assist them to accomplish and meet desired results and time frames

The Team’s Ability to Present

Check if team members prepare clear, concise, well-organized deliveries of information by utilizing effective oral communication skills such as:

  • Speaking clearly
  • Varying voice volume, pitch and pace
  • Displaying high levels of energy and enthusiasm
  • Applying effective eye contact and body language
  • Engaging the team audience
  • Emphasizing key points

The Team’s Ability to Verbally Communicate

Analyze by incorporating the above skills, to see if the team is able to clearly and accurately explain and articulate its:

  • Mission/vision
  • Ideas
  • Procedures
  • Policies

The Team’s Ability to Make Sound Decisions

Is the team:

  • Using the scientific method to recognize and define a problem
  • Facilitating effective ways to access and collect relevant information
  • Reviewing and evaluating alternative solutions or actions
  • Selecting the best choices and following through with the implementation of decisions

The Team’s Ability to Problem Solve

Ensure the team is creating effective and appropriate solutions by:

  • Employing analysis skills to synthesize and apply relevant information/data
  • Breaking down and clarifying the problem
  • Defining the desired outcome(s)
  • Investigating options and alternatives
  • Selecting the solution that will have the greatest positive impact in the present and for the future

The Team’s Ability to Generate a More Functional Environment

Check if the team is:

  • Selecting and developing members based on individual and group skills
  • Identifying and leveraging personality types to complement their strengths
  • Managing conflict
  • Creating team roles and expectations resulting in group capacity to facilitate win-win situations within the team setting

The Team’s Ability to Implement and Measure

Is the team executing and overseeing its action plan through:

  • The preparation and alignment of expectations and resources
  • The assessing of results against outcomes
  • Removing barriers
  • Identifying strategies for continuous progress
  • Communicating results to stakeholders

The Team’s Ability to Manage Conflict

Ensure that team members use effective techniques and practices to respond to conflict through:

  • Skill and sensitivity that results in presenting one’s position in adverse circumstances
  • Seeking to understand those with whom one disagrees to win acceptance
  • Shaping opinions
  • Earning respect
  • Identifying areas of common concern

The Team’s Ability to Research

Check if the team is:

  • Effectively accessing information from various sources
  • Analyzing and testing effective solutions that result in better performances, which are based on scientific study, case studies and best practices
  • Developing a network of experts both inside as well as outside of the organization
  • Reviewing necessary and applicable journals, books and trends
  • Utilizing experiential data and best practices
  • Conducting external and internal informational scans

The Team’s Ability to Strategically Plan

Make sure the team is developing strategies to achieve higher levels of performance and project outcomes by:

  • Prioritizing critical goals
  • Identifying and prioritizing success factors
  • Translating broad strategies into clear objectives
  • Allocating resources
  • Anticipating risks
  • Identifying constraints
  • Understanding issues that impact team performance

The Team’s Ability to Make Continuous Improvements

Check if the team is continually making improvements in processes and areas of performance by:

  • Scanning the team environment continually to determine what can be done better
  • Creating a team environment where risk taking is accepted and rewarded
  • Establishing a process where information and lessons learned can be shared
  • Tracking the progress of key steps and milestones within the project and innovative ideas that can be readily shared

The Team’s Ability to Provide Positive, Constructive Feedback

Ensure the team is providing and using positive and constructive feedback to:

  • Instill a sense of confidence in others
  • Model behaviors for replication
  • Help others attain higher levels of performance
  • Set up action plans for improvement
  • Aid in initiating a team environment of trust and accomplishment

The Team’s Ability to Collaborate

Is the team seeking the involvement of others by including them in:

  • All decision making processes
  • Establishing and building the team’s shared vision and goals
  • Identifying ways to foster good give-and-take relationships, discouraging “us vs. them” thinking
  • Building a team environment where the contributions of all members are valued

The Team’s Ability to Plan

Ensure the team is developing plans and processes by:

  • Translating strategy into specific goals and objectives to support the team’s vision
  • Identifying team capacities
  • Establishing clear, realistic timelines
  • Identifying specific action steps and accountabilities
  • Identifying, testing and confirming assumptions in the team’s strategic plans

The Team’s Ability to Manage the Project

Make sure the team is effectively monitoring its ongoing progress by:

  • Tracking progress through clearly set goals and timelines
  • Developing specific objectives, milestones, and outcome guidelines
  • Identifying resources and budget
  • Establishing specific responsibilities for collecting and/or tracking
  • Presenting critical variables related to the project
  • Effectively communicating evaluation standards, timelines, expectations, and individual follow-up procedures
  • Scheduling meetings for follow-up and review

The Team’s Ability to Delegate

Check if the team trusts others to take responsibility that is meaningful, important and interesting by:

  • Providing necessary individuals with sufficient authority and resources to accomplish assignments
  • Treating team and work failures as learning opportunities
  • Personally evaluating themselves on the willingness and ability to delegate
  • Identifying barriers that may likely hinder the ability to successfully complete the delegated task or project
  • Creating comfort levels for others

Excerpt: Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 19.95 USD

Related:

Self-Directing Teams Place Responsibility Where Work is Performed

Eleven Factors That Affect the Team Environment

What Is Involved in the ‘Teaming Process’

How Do Know If Your Teams Are Remaining Strong & Productive

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Building Strong Teams: Pinpoint Leadership Skills Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Personal Behavioral Patterns Can Interrupt Contact Between Team Members

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Interaction or contact between individual team members creates a personal impact caused by varying personality differences, which in turn directly affects how teams function. Team members must make contact with each other for teams to develop effectively.

Some individuals tend to make immediate team contact without hesitation, through initiating or actively participating in conversations and discussions. Others tend to wait to make contact until invited into interactive encounters. This is a direct reflection of their individual personality styles and how they relate to others and their surroundings.

Each individual member has a complex series of relationships within a team. Most of these relationships are one-to-one with other team members. However, it should be noted that individual members also have a relationship with the team itself and with each subunit of the team.

It is essential for leaders to consider how their focus on team member relationships and willingness to work to make interactions more beneficial directly impacts their teams’ performance and results. The fact that individual personality styles can enhance or inhibit member relationships has ramifications for the team communication process and impacts members’ abilities to solve problems, arrive at consensus and make effective decisions. Therefore, it is important for leaders to pay attention to these characteristics and intercede when they occur to reestablish or maintain positive interaction.

Five personal behavior patterns can interrupt contact between team members. These patterns account for the various ways some team members tend to block or inhibit their relationships with others and create barriers to team effectiveness.

All of the five behaviors outlined below are interlinked and can be exhibited by all individuals, including leaders.

Projection and Mirroring

Projection interrupts contact by producing an overreaction to certain qualities displayed by other team members. Many times individuals who use projection are totally unaware that the team members who generally overreact possess the same behavioral tendencies.

Oftentimes mirroring is displayed when particular individuals accuse others of doing or saying something that reflects their own personal behaviors.

Both of these behaviors are so prominent with certain personalities that these individuals become hypersensitive in their responses and actions with others. Projection and mirroring effectively block contact since there is always an element of judgment involved in the interaction. This invariably places other team members into defensive postures that result in ongoing internal team conflict.

Introjection

Introjection interrupts contact through a lack of thought discrimination on the part of certain individuals in accepting information, perspectives and ideas without question. Team members with a strong tendency toward introjection may work closely with other selective team members whose superior experience is accepted and unchallenged, either through admiration or intimidation.

Team members who tend to introject generally lack the experience, seasoning and expertise to openly and confidently challenge new ideas, perceptions and concepts. Consequently, introjection is considered a part of their overall learning process.

Retroflection

Retroflection interrupts contact, as individuals exhibiting this behavior do for themselves as they would do for others or as they would like others to do for them. Feelings of personal guilt are a classic form of retroflection, where fault is personally accepted without outwardly criticizing others. Retroflection is also a superb form of personal defense. It is often displayed through the avoidance of conflict, which creates a “dead area” in team relationships. Because of retroflection, certain concerned team members often find themselves becoming depressed or deflated.

Confluence

Confluence interrupts contact through a team member’s strong reluctance or inability to reflect inwardly. Outward contact is considered necessary and a top priority for individuals who display this behavioral trait. These members are strongly team-oriented and will often refuse to disband their teams when assignments are completed. Or, these individuals will tend to remain in contact with specific team members long after their teams have been dismantled and their projects disbanded. Additionally, team members who exhibit confluence tend to possess the inability to adequately pace themselves in their tasks and assignments.

Deflection

Deflection is an instinctive avoidance of contact. It is often displayed through the refusal to share personal feelings, perceptions or feedback. It is also identified in interruptive attempts to change subjects, generalize discussions, or tell stories rather than to focus on tasks. Some individuals often use deflection as a way to avoid emotional contact with other team members.

Excerpt: Personality Differences within the Team Setting: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Five Pitfalls Teams Need to Avoid

Seven Negative Roles & Behaviors Which Undermine Team Performance

Is Conflict Destructive to Your Organization?

The Challenge of Handling Conflict

For Additional Information the Author Recommends the Following Books:

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Conflict Resolution: Pinpoint Management Skill Development Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Team Members Support One Another, Collaborate Freely and Communicate Openly

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The formation of teams creates substantial and sustainable long-term benefits for the organization, including the fostering of a self-managing environment where employees are fully empowered to make decisions that increase their efficiency, effectiveness and overall productivity.

Many organizations will transition from groups and committees to formally structured teams with specific goals and objectives that are chartered by the organization to fulfill a specific purpose. Within the company, the transition can be either smooth from one environment to another, or sudden, resulting in traumatic organizational changes.

It is important for leaders to understand that the nature of a team is based upon a discipline that the team structure imposes on itself. Teams create a fully empowered environment that allows organizations to become more efficient, effective and productive. This shift provides companies with the flexibility to become more adaptive to the forces of change, and as a result the world has witnessed an overall increase in global competition in virtually every industry.

Many organizations purport to have so-called team environments, but some standard working groups are mislabeled or misidentified as teams. Some of the most common groups to be mislabeled as teams are discussed below.

Committees

Organizational committees usually serve as an investigative or advisory body reporting to an appointed person or to the one who organized them.

Task Forces

Organizational task forces are temporary problem solving groups formed to deal with issues that overlap lines of authority. A task force may, for its duration, be full or part time.

Quality Circles

Quality circles consist of groups of employees and supervisors who are seeking ways to increase the effectiveness of workgroups through higher productivity and improved quality.

Project Groups

Project groups are organized to work specifically on a project such as a new product or a new facility. Like the task force, the project group may have a temporary existence. When its mission is accomplished, the group disbands.

Teams have many traits that distinguish them from groups. They are normally chartered to fulfill a specific organizational purpose. The most distinguishing characteristic of a team is that its members have as their highest priority the accomplishment of team goals.

The most important business at hand is the success of the team in reaching the collective goals set by its members. Members support one another, collaborate freely and communicate openly and clearly with one another. Effective teams are able to accomplish their organizational purpose within specific areas, as outlined below.

Information

Within the effective team environment, information flows freely—horizontally, vertically and to the entire team. There is a full sharing of information among team members, and individuals are open and honest about what they are communicating with each other.

Personal Relationships

As the team environment develops and is fostered, nurtured and sustained, relationships on the team become more trusting, respectful, collaborative and supportive. Individuals learn to work together and respect one another’s input, perspective and opinions.

Conflict

Within a healthy team environment, conflict is regarded as natural and helpful when it centers around examining issues and key points that need to be addressed and is confined to issues, not personalities. In most group environments conflict is often rooted in personal traits, motives and agendas that tend to be destructive to everyone involved. Once the team environment is fostered and developed, most team members will use conflict constructively to address issues, solve problems and make decisions by examining all aspects of each element.

Team Atmosphere

As team members learn to work with each other in an effective team environment, they become more trusting, respectful, collaborative and supportive, creating an open and nonthreatening environment in which to operate.

Decisions

Decisions in the team environment are arrived at by consensus rather than by a majority vote or by forcing members to agree with the decision of the group. By arriving at a consensus, each team member is fully committed to a full and efficient use of the resources available to the team. In this manner each team member is fully responsible for the decision of the entire team.

Creativity

Within many organizational groups, the emphasis is on activity and end input, rather than output and solutions. Within an effective team environment, the team members create more solution-oriented outcomes. The focus of the group is on results, not activity.

Power Base

Within many organizational groups, it is not uncommon to see power hoarded by individuals or small groups based on internal politics and personal agendas. However, in an effective team environment the power of the team is shared by all of its members. It is based on the competence of each member and the contributions that each makes to the team.

Motivation

Within many organizational environments individual achievement is valued without concern for the group. Individuals and groups place their personal interests over and above the interests of the organization. However, on a team, the individual members set the environment for a commitment to group goals. Rather than being coerced and pressured to go along with imposed goals, members find that there is more chance for achievement through the advancement of the team.

Reward

Within many organizational groups the basis for rewards is often unclear. They can be based on subjective and often arbitrary appraisals of performance, favoring specific individuals over others. However, within an effective team environment the rewards are based on the contribution that the group provides to the organization. The team, rather than individuals within the team, is rewarded for its performance.

Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

There are Only Three Reasons to Form a Team

Seven Characteristics of Strong Teams

Seven Negative Roles & Behaviors Which Undermine Team Performance

Five Critical Factors of Team Success

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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