Business notes from chapter 1-5

Chapter One- Teamwork and Conflict Management:

1.

Problems in Teamwork

1.2

Problems experienced in teams

It is important to set aside personal issues, compromise and learn how to work together. It is not always easy due to various factors including:

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Lack of a common aim may result in lack of focus in a group.

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People have different ideas/methods in performing tasks.

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People work at different speeds (the team is only as good as their weakest link).

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Conflict between team members can distract the team.

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If there is no set/specific leader, this can lead to many wanting to take charge.

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Sometimes the group doesn’t have the correct skills to perform the task.

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Personal egos may come in conflict with the team goal and detract from work needed to be done.

1.3

Establishing effective teams

To solve these problems, it’s essential that teams are trained to work together effectively. This entails:

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Learning how to analyse and classify types of teams (to understand how they work and decide which format is best for a situation).

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Learning about the team roles essential for effective working.

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Understanding team dynamics.

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Learning how to manage conflict in teams.

2.

Types of Teams:

2.1 Informal teams

Groups of people who gravitate towards each other due to common interest or shared goals. These members are normally fiercely loyal to the team, and will follow their own code of conduct protecting members against outsiders the advantages of belonging to such a team are:

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Sense of identity.

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Friendship and support.

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Opportunity to discuss/ participate in an interest or hobby with like-minded people.

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Being part of a grapevine-an informal communication network.

2.2

Formal teams

Normally created by management to work towards achieving the goals of the organization. Organizational goals are only achieved by dividing them into sub goals for various teams to achieve so formal teams in a business can be created to achieve outcomes such as:

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Producing specific aspects of work.

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Developing new ideas

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Managing a process

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Resolving conflict or problem solving

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Improving working conditions and motivation of employees.

Benefits of working through teams to achieve these goals include:

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Increase motivation (spurring each other on).

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Productivity (two or more heads are better than one).

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Decrease cost and wastage (e.g., avoiding duplication).

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Improve decision making (brainstorming).

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Less duplication of effort (learning from each other’s mistakes).

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Greater flexibility and the ability to adapt to change.

3.

Team Roles:

The standard team roles using the LTCD method: Leader, Thinker, Carer and Doer. Aspects that need to be considered when allocating role include:

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The aim of the team:

What does the team intend to achieve? If it’s a complex goal, it will need to be broken down into sub-goals.

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The size of the team:

Members in small teams will have to double up on roles, whereas a large team can have many people play similar roles.

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The expected life span of the team:

Some teams operate only for a limited period (a sports team in a season) and some operate long-term (workers in a factory).

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The strengths/weaknesses:

Too many similar strengths could lead to conflict and weaknesses that are not compensated for in team members may lead to serious problems. One of the greatest factors here is also the availability of a leader. If none of the team members has leadership qualities, the team is likely to have substantial problems in operating.

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The available resources:

Resources such as financing and equipment can in some cases compensate for some of the problems mentioned above. For example, if sufficient funds are available, someone else can be hired to do the computer work.

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Accountability:

It is important that there is accountability for each task in the group. Even if the whole group is involved one person must take responsibility to coordinate it. Previous experience may be the deciding factor in who gets the task.

4.

Team Processes:

Processes;

Description

Forming

During this stage, Unrelated members are either allocated or spontaneously come together to start forming a team.

Storming

[the most volatile stage] the team members are finding their roles as well as testing those of fellow. Ideas, discussion, disagreement, and dissension all rampant and part of the creative process. Past experiences should be noted as a potential future resource.

Norming

Norming is the calm after the storm, when the team starts to gel and begins to work towards a common goal. Team briefing will occur where the leader allocates roles, specifies aims and sets of working methods

Performing

The actual work is done at this stage. Barriers and problems are addressed and solved to enable the team to proceed. This stage is potentially the longest lasting of all, depending on the nature of the task at hand.

Adjourning

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Mourning

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Transforming

If unsuccessful, a process of mourning may occur. Members may have formed close bonds and will need to reflect and ask questions before letting go.

If successful, this morning process will be followed by a period of celebration and achievement-reflection.

5.

Team Dynamics:

Refers to how well a team works together. No individual member can work independently - each person must adjust to what is happening in the rest of the team. The ability to identify and tackle a problem early, before it gets to debilitating the group, is fundamental to the successful working of the group. Problems arise through the following:

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Lack of communication.

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Lack of strong leadership and management.

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Personality differences and underlying tensions.

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Not having the correct skills/resources to complete a task successfully.

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Lack of direction or clear goals.

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Inadequate role allocation and organisation.

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Lack of commitment.

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Issues of prejudice, beliefs, values and diversity affecting the teams’ interactions.

5.1 Team attitude/ spirit

Attitude is a fundamental building block in creating successful team dynamics, and if you are ever on an unsuccessful team, remember to look at this aspect first. Often all the training and practicing in the world will not make as much of a difference as a change in attitude.

5.2

Team briefing

Team briefing is another essential part of optimum team dynamics. If the communication of goals and processes is not effective, the team members cannot work together optimally and achieve the desired aim. It is the leader’s role to analyze the available information, time and budgets and summarize them effectively for the team. Team briefings should adhere to some specific criteria:

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Be led by the Team Leader and reinforce their role in the team.

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Give direction and focus to the team.

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Be short and to the point.

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Be clear in communication aims, roles and responsibilities.

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Specify timelines and expected outcomes.

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Avoid general, non-specific discussions. (getting side-tracked)

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Allow for questions to be asked/answered.

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Be motivational and inspire members to do their best.

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Assist individuals & groups to cope with change and innovation.

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Quantify (express) the type and extent of support structures.

All team members should leave a briefing session to know what the bigger goal is, what THEIR part is and what the timeline for completion is. But they should also feel motivated and eager to do their parts with total buy in to the vision.

5.3

Team synergy

Ideally, Synergy (the process of optimal cooperation where the team together achieves more than the individuals could on their own) is achieved through consensus [where everyone agrees] but in the real world that does not always happen. Often, compromise is needed.

Team synergy is summarized as: synchronized energy!

5.4

Team dynamics in practice

This success of the team is the composite of the individual's roles, which means that one team member who is not working properly becomes the weakest link and poses a potential problem for the team. Because the final mock effects everyone, the team often must compensate in these situations which puts additional strain on each of them as well as affecting the interrelationships, attitudes, and overall performance of the team.

This problem of a weak link in the team can arise in two ways:

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a team is constituted without the necessary skills.

Whether in a work or school situation, it is always important to do SWOT analysis and evaluate the team in detail before starting.

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A team member does not pull his or her weight, is absent or lets the team down.

This is a genuine problem, as it often leads to crisis management and puts a lot of stress on the remaining members.