Groups in a workplace can be complex and they can cause conflict. We understand that at work groups must work together effectively. This is the reason why there is such a focus at the moment on being a good team player. Teams which can create harmony and positive relationships can be most effective.
In groups however, there are individuals who aim to achieve different goals. But we also satisfy our need as social animals, need to belong, need for security and acceptance.
As I have already mentioned in my previous blogs, team development is done in different stages: 1) Forming, where the rules are established, 2) Storming, where conflicts occur, 3) Norming, when they settle down, 4) Performing, when group start working effectively, and 5) Adjourning, when group finish work and disband.
A successful group will have its members with different abilities and skills. Belbin, therefore identifies different roles that people play:
* Plant - someone with many creative ideas and great problem solver, but not often a great communicator.
* Co-ordinator - mature and confident person who often takes the lead, but often seen as manipulative.
* Evaluator - this is a detail oriented person and looks closely at its options, however may lack motivation or inspire others.
* Implementer - disciplined and action focused individual, but might be inflexible for new ideas.
* Finisher - this person is disciplined and will ensure that the work is done on time.
* Investigator - this person is enthusiastic and a great communicator.
* Shaper - dynamic and pressure lead person.
* Team worker - great communicator and diplomatic person. They can be great listeners but may be indecisive at times.
* Specialist - it is a self-made person and has a special knowledge others lack. But they can get caught in details.
Research proves that in todays competitive world use of throats has brought more effective work and better decision making, as well as better quality products. Groups represent power and the unachievable become possible. In todays working world there is more emphasis on empowerment, innovation and flexibility, therefore self-directed teams are desirable in the workplace.
The notion of self-directed teams has grown and it is seen that the team members in those settings feel more acceptable and are proving to be more productive. Team members are more cooperative and have paid in their job.
A good understanding of teams dynamics is complex. Conflicts may have a negative impact on the organisations or in some examples, cause business failure.
Therefore, it todays works we need to achieve more with less, which is a primary focus of forward thinking organisations. Team deployment can be a very effective tool to achieve greater business objectives.
The key ingredients are required to achieve it: competence, key performance indicators, clear goals, contributions from every moments and continuous support of the management.
It is important for managers to realise the potential of well designed teams in order to maximise their value. We know, that every organisation has limited resources, but well developed team will manage them better than others. Lets briefly describe those ingredients.
Competence
It is important that the team has the relevant knowledge, talent and skills. We must be able to identify the gaps and fill competence requirements as managers. The team needs individuals who will bring the relevant competence to achieve the desired goals. Leaders should strive for diversity and bring different skillsets to the team dynamics. It allows the team members to focus on their area of expertise, that brings more enjoyable place to be and gives opportunities to focus on individual strengths. Additionally, team members can appreciate each others talents which bring respect and trust. These teams also generally benefit from new ideas and innovation as different points of view are available.
Clear performance indicators
Teams without clear objectives and performance metrics are lest successful. Even team member should know what the team needs to achieve. Otherwise, they will go in different directions and waste their time. Team goals should also be aligned with the broader organisational goals. This will let the team to move in the same direction. Clear communication and open information flow is a must for a successful leader.
Commitment
There is a big difference between understanding and commitment. Commitment motivate the team member to achieve goals. It is best achieved with mutual accountability. It is less important that people do not get alone together than that they are willing to work together to get things done. Having a "together goal" can overcome social incompatibilities. Commitment can also be enhanced through reward and bonuses.
Equal contribution
If each team member contributes to the work it can be victorious. There is no room for shakers and those who do not keep the pace. At work team work depends on everyone contributing to the common goal. Free-riders cannot be tolerated. The team leader should also do their share of work, no matter how uncomfortable. Rewarding and empowering the most hardworking is also important.
Support
Supportive environment has an impact on the effectiveness. Leaders should ensure resources are available, and provide protection for its team members. Appropriate reward system should also be in place. Training in team work and experience in working within a team would be a great advantage.
The way leaders manage their teams make substantial difference. Firms are moving away from the traditional hub and developing new networks to create successful teams.
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