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Archive for the ‘Team Structure’ Category

How Do Know If Your Teams Are Remaining Strong and Productive

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Leaders cannot assume that teams will automatically police and monitor themselves. Rather, leaders need to regularly audit a team’s performance to ensure that the mechanisms that build overall strength are firmly in place.

The fact that leaders are dealing with human nature makes team behaviors unpredictable and impacted by a number of variables that may or may not be within their control.

A single individual has the ability to undermine and ultimately destroy team strength. Consequently, leaders must continually audit the team’s overall performance. Such an audit requires both time and attention to detail when observing the behaviors, attitudes and levels of participation reflected within the team.

Leaders should audit the following areas on an ongoing basis in order to maintain overall team strength.

Participation

Leaders must ensure both balanced and equal levels of participation exist throughout the team. They must ensure that all individual members participate in the team process and are given equal opportunities to offer their insights and feedback. In this regard, leaders must make sure that no individual team member dominates the environment or is allowed to cow any other participants into silence.

Interaction

Leaders must actively observe the levels of interaction between individual team members. An active team will have open and energetic levels of communication, where members are openly and freely working with one another. Leaders must be aware of whether specific team members seem to be left out of the process, and identify those who may be reluctant to participate, have been intimidated into silence or had their behaviors minimized by more demanding and dominant members of the team.

Level of Development

Leaders must actively monitor the team’s overall level of development and maturity. A healthy team will grow, mature and become seasoned in their actions and decisions. While such development might occur in incremental steps that are difficult to monitor, leaders should take the time to evaluate the progress and growth of the team over prolonged periods of time.

Mutual Levels of Respect

Leaders should be observant for the mutual levels of respect demonstrated by team members. As teams develop, mature, and become more seasoned, the overall respect demonstrated by individual team members should be increasing and readily evident. Leaders must audit for both minimizing and destructive behaviors that reflect a lack of respect and undermine the entire team’s performance.

Depth and Scope

Leaders should also be auditing their team for the depth and scope of their brainstorming and decision making. Initially, teams will be dealing superficially with their projects or topics. As they mature and grow within the process, the breadth and scope of their brainstorming, analysis and decision making should increase and reflect the maturity of the team. If leaders conclude that these levels have not increased, they must take the appropriate action to challenge their team to grow.

Synergy

A sure sign that a team has developed and evolved is the synergy reflected in its actions and decisions. As team members learn to work with one another toward mutual goals and objectives, the overall synergy of the group should expand to the point where the whole becomes greater that the sum of the parts. Leaders who have determined that sufficient cooperation has not been developed should review the five aforementioned areas, as each will impact the overall level of synergy.

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

Related:

Seven Negative Roles & Behaviors Which Undermine Team Performance

There are Only Three Reasons to Form a Team

Seven Characteristics of Strong Teams

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 © 2014 Timothy F. Bednarz, All Rights Reserved

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Written by Timothy F. Bednarz, Ph.D.

March 3, 2014 at 10:00 am

Eleven Factors That Affect the Team Environment

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Systematic observation and thorough analysis of the team process as it relates to individual members is essential for understanding how teams must shape their dynamics in order to improve overall performance. The team observation and analysis process focuses managers on the various ways individual members interact with one another within the team environment.

Teams respond to issues differently. Responses can result in disruptive conduct such as personal dominance, obstinacy, controlling, outright fighting and a host of other negative behaviors.

Task and maintenance roles allow individual teams to deal with issues and influences in a more structured and productive manner. However, managers must observe how their individual teams interact before and after structures are put into place in order to determine the increase in their performance output and productivity.

The team observation and analyzing process includes the following factors and components:

Membership

Leaders need to understand that individuals who comprise the makeup of an individual team have differences in personalities and backgrounds and that these—along with gender and age differences—all affect the group dynamics within the team structure. Differences in functional backgrounds and commitment to collective goals also contribute to a level of cohesion or overall conflict within the team environment.

Organizational Context

Successful teams need organizational direction, information and resources. Problems can occur when organizational missions are unclear, tasks poorly defined, and teams not given sufficient autonomy. Problems also result when rewards are given to individual members and not collectively to recognize overall team results.

Influencers, Communication and Participation

It is important for leaders to identify the influencers and established subgroups and coalitions within individual team environments. There is a natural tendency for individuals within the team to form alliances to the exclusion of other members, and most team environments will experience their influence and control. Influencers and alliances impact team communication patterns as certain individual input is sought and heard over and above other sources of dialogue, ideas, comments and suggestions.

As within any healthy team environment there is a balance of all opinions and feedback, leaders must be aware of who has the most impact on the team’s actions and decisions and take action to ensure those who have been ignored are heard.

Climate and Personal Behaviors

Leaders must observe individual team members for signs of anger, irritation, frustration, boredom, defensiveness and withdrawal. As within a healthy team environment, individual team members should be free to probe others with regard to their thoughts and feelings – such emotions are indicative of problems that must be addressed.

When reviewing the climate, it is essential for leaders to also determine whether conflict is suppressed or encouraged: solutions cannot be reached unless there is healthy debate and open conflict that allows individual teams to reach their optimal performance levels.

Minority Opinions

In most team environments there will be individual members who hold opinions and viewpoints that run counter to those of the majority. In a healthy team environment, these opinions are valued and sought out rather than suppressed and discouraged.

Leadership

Leaders should monitor the power structure within their teams to determine whether leadership responsibilities are assumed by one person or shared by the entire membership. They should be watchful for power struggles and conflicts resulting from a lack of leadership within the team environment.

Task and Maintenance Functions

Healthy teams have task flow and maintenance roles that are fulfilled by all members. Leaders should determine whether specific roles and responsibilities are being fulfilled competently and accurately, and whether the individuals assigned to these roles and tasks take their responsibilities seriously.

Decision Making

Leaders should be well acquainted with the decision making processes used within their individual teams. Key decisions are generally made during the first meeting, which often then tend to shape and determine progress. These key initial decisions are often hard to reverse. Leaders should also guard against groupthink, where pressure is put on all team members to agree and conform to the actions of the entire team and little or no dissention is allowed.

Conflict

Leaders should encourage useful, healthy and appropriate conflict over substantive issues, while taking time to improve personal relations among individual team members when negative emotional eruptions become apparent. Conflict is healthy only when personalities and personal issues are removed from the issue.

Emotional Issues

All individual team members come to the team setting with personal needs and issues that get played out within the environment, including:

  • Personal identity within the team
  • Goals and needs
  • Power and control
  • Intimacy

Atmosphere

Leaders should monitor the atmosphere created by their individual teams. Within some teams, members may prefer a business-only approach, while in others a more social atmosphere might be prevalent. The atmosphere is also shaped by whether a single individual controls the team or leadership is shared collectively.

Excerpt: Building Team Roles & Direction: 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 © 2014 Timothy F. Bednarz, All Rights Reserved

Five Reasons Why Team Communications Can Deteriorate

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Since leaders are dealing with individual personalities in the team environment, it is unrealistic to expect that communication will never break down. Even within the most effective and efficient team environment, issues and situations will arise that will cause an entire breakdown of team communication.

The breakdown of communication in the team environment often occurs when trust and respect are diminished or ignored by individual team members. Breakdowns also occur when chronic conflict has not been resolved within the team.

Another source of communication breakdown is when team members feel their personal interests are stronger than the needs and identity of the team. These individuals are motivated by their personal desires and will do anything to achieve them, including disrupting the team environment.

It is important for leaders to recognize that communication breakdowns will occur within the team environment. In the early stages of team growth, communication problems and breakdowns are more frequent, as individuals struggle to obtain position and retain power in a new and changing environment. However, in more mature and structured teams, leaders will find that the team itself will deal with the communication problem according to its defined boundaries, rules and standards.

Leaders should be aware that a breakdown in communication can have long-term ramifications on the structure and effectiveness of the team. Therefore, it is important for them to recognize potential problems and the symptoms in order to anticipate issues, such as those discussed below, before they occur.

Loss of Trust and Respect

If leaders allow problems to fester and lead to a breakdown of team communication, they will experience a corresponding breakdown of trust and respect among team members that can be difficult, if not impossible, to restore. These circumstances can be fatal to the team and might require the formation of a new team in order to overcome them. Broken trust requires prolonged periods of time to be reestablished. Leaders need to be aware of this and take appropriate action to reduce the occurrence of chronic problems that can result in the loss of trust and respect among team members.

Hindered Free-Flow of Ideas

Once communication has broken down among team members, leaders will observe that discussions become more emotional and subjective rather than objective and factual. When discussions are based on emotion rather than fact, brainstorming will diminish to the point that there is no free-flow of ideas among team members. This effectively halts the team process until the issues causing the breakdowns are dealt with.

Intimidation

Leaders who experience a breakdown of communication observe that certain members will attempt to take control of the team process, subjugating the team to their personal agendas and perspectives. Once done, these individuals will use emotional responses to intimidate other team members into accepting their points of view. This is where the bonds of trust and respect among team members can be broken. The communication breakdown destroys the team structure and subjects it to the will of one or more members.

Bias

Once the breakdown of communication has led to the destruction of the team order by one or more team members, a specific bias is created that supports the personal agendas of these individuals. When members allow the team process to be subverted by particular individuals, they undermine the entire team effort.

Faulty Decision Making

The breakdown of communication in the team environment inevitably leads to faulty decision making. Specific biases that hinder the free-flow of ideas prevent teams from considering all options and alternatives when making decisions. Consequently, decisions are impacted by the biases of the specific individuals controlling the team. In these circumstances, decision making and outcomes will be flawed.

Individuals who have hijacked the team process will use the team environment as a cover to mask their activities when decisions produce faulty results. As they do not want to be held accountable for their behaviors and actions, they will place blame for the decision on the team environment.

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

Related:
 
How Personal Agendas Can Destroy a TeamThe 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 © 2014 Timothy F. Bednarz, All Rights Reserved

Seven Negative Roles and Behaviors Which Undermine Team Performance

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Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.

Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.

One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.

Devil’s Advocate

While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.

Excerpt: Building Team Roles & Direction: 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 © 2014 Timothy F. Bednarz, All Rights Reserved

The Key Components of Virtual Teams

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A team is a small number of people with complementary skills who, committed to common purpose and performance goals, hold themselves mutually accountable. Virtual teams on the other hand are teams of people who primarily interact electronically and may occasionally meet face-to-face. They include teams of people working at different geographic sites or a project team whose members telecommute.

Virtual teams effectively deal with the realities of time compression, distributed resources, increasing dependency on knowledge-based input, a premium on flexibility and adaptability, and the fact that most of the information they use is in electronic form.

They take advantage of the electronic infrastructure, which enables them to work in parallel rather than serially, having continuous access to the latest and best knowledge and information. This allows individual team members to participate from remote sites without abandoning other aspects of their work and home lives.

The flexibility of virtual teams allows them to bring new team members up to speed through the online record of ongoing work. The fact that they are able to capture their collective work electronically—often in real time—makes it easier for other teams to access their efforts.

This is important since the rationale for virtual teams centers around the differences in time and space for team members. Team members may not be physically connected, so it may not be practical to consistently travel for face-to-face meetings. The fact that individual team members may be working in different time zones and work shifts poses additional challenges for leaders who manage these teams.

Skill Sets

There are four basic components for the success of virtual teams:

  • The selection of the right team members
  • Identifying and communicating a clear and common purpose
  • Developing an appropriate high-performance technical infrastructure
  • Ensuring that the organizational culture supports the information sharing required by the team

Selection of the Right Team Members

Best practices in the management of virtual teams derived from the review of a number of corporate case studies reveal that the virtual team environment is not for everyone. Not all individuals are equally adept at handling the uncertainty and responsibilities associated with virtual teams. Past participants who require a significant amount of structure in their work environment have reported feeling lost in this type of less structured work environment. For the right candidate, virtual teams can provide the freedom, flexibility and challenge to maintain his or her interest.

Managers should choose individuals for virtual teamwork carefully. Individual team membership should be based on the core competencies needed to achieve the desired outcome. However, in selecting the right candidates, qualities like responsibility, dependability, independence and self-sufficiency crucial to the viability of virtual teamwork should be considered. Individuals who possess the needed skills and appropriate temperament should be recruited regardless of standing or title within the company. In many cases, an employee’s manager on one project may be their staff on the next. The bottom line is that virtual teams are developed based upon the skill sets best suited to meeting the project’s requirements.

The Virtual Team Concept

Virtual teams typically follow a three-part model, the components of which capture the essential qualities of successful virtual teams. They represent the capabilities and behaviors needed to succeed in complex knowledge work in virtual environments. The three components include:

  • People
  • Purpose
  • Links

People

People populate small groups and teams of every kind at every level.

Purpose

Purpose holds all groups together, but for teams, the task that expresses the shared goal is the purpose. The purpose should be defined according to the cooperative goals set at the beginning of any successful teaming process. Interdependent tasks enable teams to accomplish the desired purpose initially defined with outcomes and measurable results at the completion of the project.

Links

Links are the channels, interactions, and relationships weaving the fabric of the team as it develops over time. The greatest difference between conventional teams and virtual teams is the nature and variety of their links. It is what makes virtual teams distinctive. The electronic infrastructure accessed by virtual teams makes their distance-related interactions possible.

Trust in Virtual Teams

The world of virtual teams has many benefits in bringing together people of talent, providing international perspectives and saving a corporation the expense of physically bringing the team together.

However, virtual teams can’t work together until trust is established between its members. The dilemma faced by leaders is how team members build trust when they seldom if ever get a chance to meet the other person and observe their actions and behaviors. Before trust is established in virtual teams, individual team members must be able to answer three questions about one another:

  • Value – Do you have anything to offer me?
  • Commitment – Can I count on you?
  • Thoroughness – Will you get it straight?

Value

The initial conversation with a team member is the first place that value is displayed. Before any discussions and dialogue take place, qualifications of all team members should be shared with the team. This may be in the form of a resume, profile or professional listing that all can access.

Individual team members should be encouraged to communicate with each other and learn more about each other’s jobs, their personal goals and what they want and need from each other.

Leaders should inform team members that because most communications will take place electronically, their tone of voice, energy level and enthusiasm does much to transmit the value they are bringing to the team.

Commitment

Participation on a virtual team means that an individual’s work and contributions are not readily observable. This degree of freedom comes with added responsibility for individual team members. There is no one there to appreciate the efforts that one person is contributing to a project. The question becomes whether individual team members are committed to the success of the team. Other team members can only judge by what is related and shown to them. Team members need to be accessible, especially through instant messaging, to remind other team members that they are on the job.

Delivering large projects in smaller pieces is also advisable. Due to geographic constraints, personal commitment to the success of a virtual team takes additional work and increased expectations. It is up to team leaders to monitor the activities and output of individual members to ensure that all are committed to the success of the project.

Thoroughness

In the virtual world the most common response to something going wrong is silence. The burden of any mistake is more likely to fall on the absent person who “didn’t get the job done.”

Virtual team members must take control of their circumstances, double check and follow up more than in a face-to-face world. They must listen for concerns and questions from other team members. They must advise other team members of potential problems before they occur. Attention to minor details is more critical on virtual teams, since they can readily turn into major perceived problems by the rest of the team.

Once trust is established on a virtual team, its benefits will be realized. Things will work more smoothly with everyone sharing a positive attitude. The team will be more productive, respond to more significant opportunities and grow in both capabilities and confidence.

Excerpt: Managing Virtual Teams in the Global Economy: Pinpoint Leadership Skill Development Training (Majorium Business Press, Stevens Point, WI 2011) 19.95 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

Written by Timothy F. Bednarz, Ph.D.

December 17, 2013 at 10:55 am

There are Only Three Reasons to Form a Team

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A group does not become a team until it can hold itself accountable as a team. This requires discipline that brings the team together with a common purpose, approach and responsibility. This discipline is critical to the success of all teams. Yet, effective teams also have a focus within the organization.

Trust and commitment are the results of individuals working toward a common objective. Consequently, teams enjoy a strong common purpose and approach that holds them responsible both as individuals and as a team for their performance. This sense of mutual accountability produces the rich reward of equal achievement that is shared by all team members.

This topic is of critical importance to leaders because teams are becoming the primary unit of performance management in many organizations. This does not mean that teams will crowd out individual opportunities in a formal hierarchy: teams will enhance existing structures without replacing them. Team opportunities exist anywhere hierarchy and organizational boundaries inhibit the skills and perspective needed for optimal results. Teams have a unique potential to deliver results to the organization in these situations.

Organizations must create the kind of environment that enables performance by teams, individuals and the organization.

Groups established as teams with the primary purposes of job enhancement, communication, organizational effectiveness or excellence rarely become effective. Only when appropriate performance goals are set can the process of discussing objectives and approaches give team members clear alternatives. At that point they can disagree with the goal and the path that the team selects; in effect, they can opt out, or they can pitch in and become accountable with and to their team members.

Most effective teams are classified in one of three ways.

Teams That Recommend

These teams include task forces, project groups, audit groups, quality groups and safety groups that are asked to study and resolve particular problems. Teams formed to render recommendations almost always have predetermined completion dates. Two critical issues unique to such teams are getting off to a fast, constructive start and dealing with the ultimate handoff required to get their recommendations implemented.

The key to the issue of a fast start lies with the clarity of the team’s charter and the composition of its membership. In addition to wanting to know why and how their efforts are important, task forces need a clear direction as to time commitment and the people senior management expects to participate. Management can assist these groups by ensuring the inclusion of individuals with the skills and influence necessary for crafting practical recommendations that will carry weight throughout the organization.

The ultimate handoff is almost always a difficulty for such teams. To avoid this, teams should transfer the responsibility for recommendations to those who must implement them. The more that senior management assumes recommendations will just “happen,” the less likely this will be the case. The more involvement team members have in executing their recommendations, the more likely they will get implemented.

Teams That Make or Do

These teams include people at or near the front lines who are well acquainted with the value-added activities of the organization and responsible for basic manufacturing, development operations, marketing, sales or service. With some notable exceptions, such as new product development or process design teams, these teams tend to have no set completion dates, as their activities are ongoing and continuous.

These teams have the greatest impact on their organization when they focus on the company’s critical delivery points. These are the places where the cost and value of products and services are most directly determined. Performance at these points depends upon combining multiple skills, perspectives and judgments in real time. Here the team option is considered the smartest direction for organizations to proceed.

Teams that make or do must have a relentless focus on performance. Senior management must make clear, compelling demands on these teams and pay constant attention to their progress with respect to both team basics and performance results.

Teams That Run Things

Despite the fact that many leaders refer to the group reporting to them as a team, few groups accept this label. Groups that become real teams seldom think of themselves as a team due to the high degree to which they are focused on performance results.

The main issue these teams face is the determination of whether a real team approach is appropriate to the situation. As many entities can be more effective as working groups than teams, the key is to decide whether individual performances will suffice or substantial and incremental performance through real team products is required.

Working groups present fewer risks in that they need little time to shape their purpose since the leader usually establishes it, meetings are run regardless of prior ties to agendas, and group decisions are implemented in relation to specific individual assignments and accountabilities.

In practical terms, most teams that run things tend to be smaller, usually two to four people.

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

Written by Timothy F. Bednarz, Ph.D.

December 10, 2013 at 11:21 am

Strategies and Solutions for Solving Team Problems

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Teams are complicated and complex structures since they are comprised of individuals with different personalities, biases, strengths and weaknesses. Before people can form into an effective team, they must first learn to work together. Participants must work through personal differences, find strengths to build upon, and balance collective commitments against the demands of individual job requirements.

Leaders must deal with team needs arising from the pressures of personal differences, biases, strengths, weaknesses and the demands of the individual jobs apart from the team. Addressing these issues is as important as the team’s task of making organizational improvements. Often both leaders and team members underestimate the need to develop themselves into a cohesive group.

Teams that run smoothly can concentrate on their primary goals. Conversely, teams that fail to build internal relationships waste time on internal control conflicts and unfocused efforts.

It is important for leaders to understand that the more they know what to expect as their teams progress, the better equipped they are to handle difficulties and problems as they arise. This knowledge enables leaders to recognize many problems and work through the ones that cannot be avoided.

The most obvious team efforts are associated with the task of improving a process or solving a problem. This includes holding meetings, gathering and analyzing data, planning improvements, making changes and writing reports. However, when individuals are formed into teams, the complexity of group dynamics seems to inhibit their ability to work well together.

The issues associated with group dynamics include hidden problems, concerns and agendas that create specific undercurrents and distract the team from the accomplishment of its assigned responsibilities. Some of these undercurrents can be seen in a host of conflicting emotions: the excitement and anxiety of being a part of the team; an individual’s loyalty to their department or division; a nervous anticipation regarding the team’s success. Left unaddressed, these conflicts can inhibit the team’s effectiveness.

Leaders must involve their teams in activities that are not directly related to the assigned task, but those that build understanding and support within the team. Only in this manner can leaders resolve these internal issues and undercurrents. Some of the common issues encountered by leaders in these areas include:

Personal Identity in the Team

There is a natural tendency to wonder how individuals will fit into a team. When individuals come together for the first time, there is apprehension, anticipation and questions concerning the value of the team and their contribution to it. These feelings of uncertainty are greatly reduced for individuals who have worked together previously on other projects.

The rest of the issues discussed in this lesson are closely associated with these feelings of personal identity.

Membership Inclusion

There are basic psychological needs associated with membership inclusion. Individuals have a natural desire to be part of a group and are motivated by a sense of being part of something larger than themselves.

Leaders must be concerned about membership inclusion as individuals who feel alienated from the team’s vision and purpose will represent sources of continual conflict until the issue is resolved.

Leaders can enhance membership inclusion with the use of team-building activities and assignments that will quickly unify the team and instill a shared desire to work toward mutual goals.

Influence, Control and Mutual Trust

Much of the apprehension and anticipation of new team members arises from issues of influence, control and mutual trust. Within new teams, these issues will not be resolved until individual members naturally establish themselves and emerge as leaders and influencers.

Mutual trust will not be obtained until individuals begin to work together and become familiar with each other’s personality differences. Deadlines, team pressures and external crises increase team members’ reliance on each other, foster trust and build team cohesiveness.

Mutual Loyalty

Loyalty is built upon mutual trust, respect and cohesiveness. Leaders can utilize these factors by developing and enforcing guidelines and boundaries that establish a foundation on which to operate. Without these guidelines, leaders will discover that individuals tend to dominate and intimidate other team members. Such domineering tendencies will destroy loyalty and trust, and greatly inhibit the team’s ability to operate effectively.

Relationship Between Team Members

While there are always exceptions to the rule, most people want their team to be successful, and as such, will cooperate toward that end. However, people are often personally concerned with the tone that will characterize the team, namely whether it will be friendly and light at times or all business. Additionally, members want to know whether they can be open or have to be guarded in their comments and about the team’s ability to work together to resolve issues. These are specific issues that need to be addressed by the leadership of the team. The group dynamics resulting from the influence and control of leaders and the guidelines enforced by the team, should be dealt with accordingly.

Organizational Identity

Team members will usually identify with their departments and divisions. Their apprehension lies with any conflict that may arise with team membership. When conflict develops between group and departmental loyalty, leaders will see their team’s effectiveness diminish.

As teams must also build relationships with the organization, it is critical for leaders to identify influential individuals who can champion the team and its projects. Leaders will find that this is a critical element in developing organizational support. The more visible a team’s contribution, the more motivated team members will be since there is a payoff in increased perceived value of their success.

Excerpt: Developing a Team Approach: 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

Five Pitfalls Teams Need to Avoid

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)
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