"Teamwork refers to the ability of a shared vision to work together. The ability to point personal accomplishments to organizational goals. This is the fuel that gives ordinary people extraordinary results." - Andrew Carnegie
Team building and teamwork are key drivers of organizational productivity. The day when the lonely warrior business hero can organize his Fortune 500 list with his charm and genius is finally over. Organizations are now looking to build teams with complementary skills to achieve corporate goals and goals.
Although the team is important in every area of human endeavor, whether it is sports or volunteer work, the scope of this article covers commercial enterprises.
Why the team?
When the team is founded:
A combination of skills, knowledge and expertise is required to accomplish a specific task. A single person may not have such a combination.
Face challenges such as falling profits, improving quality standards, setting up new projects, addressing major change initiatives, and cross-functional coordination of large, complex organizations. Teams can be formed for many purposes. This list is only a broad indicator of the types of teams that may be formed.
Stage of team development
Tuckman and Jenson describe the sequence of team development in their work, which is the best model for understanding and managing teams. The team must go through some process to settle down and work effectively. Understanding the team development phase is the key to successful team management.
Stage #1 formation
This is the stage in which team members come together. People are very polite, familiar with each other and trying to assess their role in the team. In the team stage, new team members are most concerned with where and how they work with the team. This stage is characterized by easy acceptance of each other, avoiding controversy, direction and support from team leaders.
Stage #2 storm
This phase introduces conflict and competition because everyone is starting to plan. Work pressures highlight individual differences in problems. Sometimes the problem may be cultural, ethnic, or just a question of asserting one's strength in the entire team equation. Interpersonal and communication issues dominate at this stage, leading to the outbreak of conflict and confrontation.
At this stage of team development, leaders need to exercise maximum restraint and maturity. He must provide all of his networking skills, emotional intelligence and people management skills to create the right atmosphere, build successful relationships among team members, and focus their attention on team vision and goals.
Stage #3 Nomin
As the conflict begins to resolve, the workflow speeds up. People adapt to a more harmonious working relationship. The focus now shifts to common team goals and performance-related issues. A cohesive team understands its strengths and weaknesses and now leverages the complementary skills of its members to achieve optimal performance. This is also the stage in which team leaders begin to delegate more effectively. Providing a degree of functional autonomy to team members can unlock the creativity of their members and contribute to high-performance teams.
Stage #4 performance
This is the final stage of creating a perfect group identity. Have independence and interdependence, learn and share knowledge, speed and efficiency. The team leader has smoothed out all the faults. There is a high level of autonomy that leads to the emergence of new leaders. Performance is at its peak due to high power.
Successful team leaders understand the different stages of team formation and development. He effectively manages the team by adjusting the team management style based on the stage of development that the team has experienced.
As the Chinese proverb says: "The wise knows everything; everyone is savvy."
Orignal From: Effective team building for organizational success
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