As a retired U.S. Marine Corps veteran, and now transitioned organizing development professional and current graduate student, I have often wondered what today's scholars and practitioners encouraged regarding the crucial qualities of an effective and collaborative work team. I also openly recognize that many organizations are struggling with issues related to workforce redemption, recognition, and stressors; issues that have been eloquently addressed by Dr. Laura Baker in past offerings by way of Laura on Leading. I also understand that with my extensive experiences in team maturation, participation, and evaluation, that I have undeniable descriptive biases. However, though not intended to be exhaustive, what follows are the results of a related search of views on the qualities of a team and their required functions. Results seem to indicate that the jury could still be out on an overall cooperative agreement.
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However, is this vagueness due to a lack of collective perspectives, or is it perhaps due to a matter of interpretations? My search begins with the results of some current homogeneous views and then extends into somewhat heterogeneous opinions concerning the qualities of an effective and collaborative work team. The overall purpose of this article is to glean a saturation of diverse viewpoints (e.g., for, against, other, etc.) that would extend shared findings, which could then serve as current perspectives from today’s nascent and experienced leaders alike, and in real time. I begin with the results of my inquiry.
The Results
The following information represents the initial search outcomes on the qualities and necessary ingredients for establishing an effective, inclusive, and collaborative team. In an attempt to narrow my inquiry, I selected the variables of team motivation, teams that are self-managed, highly functioning, and focused on organizational goals, as search parameters. I begin with shared opinions and perspectives.
Homogeneous views. Results indicated that many scholars and practitioners advocate that there should be considerable forethought and cautious planning conducted when building an effective team and that the formulation of teams should be taken very seriously[1]. For instance, Dyer et al. (2013) advocated that four factors should be understood and effectively managed in order to optimize team performance; they were:
(1) The context for the team,
(2) The composition of the team,
(3) The competencies of the team, and
(4) The change management skills of the team (p. 13)
Specifically, all involved must first understand the needed contextual components of the team (e.g., culture, structure, type, and systems that support teamwork, etc.). Secondly, the composition of the team requires appropriately skilled and experienced personnel who are intrinsically and extrinsically motivated. Thirdly, the team also requires the ability to problem solve and operate in an efficient manner in the course of making internal decisions. Finally, the team must have the capacity to adapt to change to maximize team outcomes[2].
The Results
The following information represents the initial search outcomes on the qualities and necessary ingredients for establishing an effective, inclusive, and collaborative team. In an attempt to narrow my inquiry, I selected the variables of team motivation, teams that are self-managed, highly functioning, and focused on organizational goals, as search parameters. I begin with shared opinions and perspectives.
Homogeneous views. Results indicated that many scholars and practitioners advocate that there should be considerable forethought and cautious planning conducted when building an effective team and that the formulation of teams should be taken very seriously[1]. For instance, Dyer et al. (2013) advocated that four factors should be understood and effectively managed in order to optimize team performance; they were:
(1) The context for the team,
(2) The composition of the team,
(3) The competencies of the team, and
(4) The change management skills of the team (p. 13)
Specifically, all involved must first understand the needed contextual components of the team (e.g., culture, structure, type, and systems that support teamwork, etc.). Secondly, the composition of the team requires appropriately skilled and experienced personnel who are intrinsically and extrinsically motivated. Thirdly, the team also requires the ability to problem solve and operate in an efficient manner in the course of making internal decisions. Finally, the team must have the capacity to adapt to change to maximize team outcomes[2].
“…teams that have shared values, strategies, and deliverables, that are measurable and aligned with the organizational values and culture, were also components of high performance teams…”
Still, others agree with slight variations, including those from university scholars and graduate business school course designers. Such opinions of the essential elements associated with the characteristics of a team were “size, complementary skills, common purpose, mutual accountability and performance goals, definition, and focus and persistence”[3]. Lastly, teams that have shared values, strategies, and deliverables, that are measurable and aligned with the organizational values and culture, were also considered components of high performance teams that gained support from industry practitioners and scholars like Dyer et al. (2013) and Pryor et al. (2009). These outcomes also seem to be in alignment with what current leaders would probably subscribe to when looking to create a work team within today’s workforce. However, there were also viewpoints that were somewhat divergent from the aforementioned, and a discussion of some follows.
Somewhat Heterogeneous views. Scholars like Pryor et al. (2009), spoke to the previous elements in more detail when evaluating the required elements of high performing teams, outlining such variables as being motivated, self-managed, highly functioning, and focused on organizational goals. Specifically, Pryor et al. (2009), advocated, “It is important to make a distinction between groups of individuals who work together but excel individually and groups of people who excel as a team” (p. 321). As a researcher, I interpret Pryor and her colleagues message here as when leaders are selecting individuals, during team formulation, it is vitally important that a distinction is placed on those who prefer to work individually as part of a team (identified as work groups) and those who campaign for mutual collaboration (designated as work teams). Furthermore, in today’s ever-changing and demanding work environment, I wonder which leaders or organizations are creating the space for this to occur, given that the results from composed teams are usually pressurized by due dates, timelines, and outcomes, etc.? In my experience with teams, many times when composing teams, outcomes of team membership are the results of either organizational hierarchies, workplace politics, dictatorships, the result of required skill sets, or due to organizational mission requirements (or a combination thereof), rather than personal preference considerations but, is this still the case today? This approach towards team formulation certainly seems worthy of further thought and investigation.
“…It is vitally important that a distinction is placed on those who prefer to work individually as part of a team (identified as work groups) and those who campaign for mutual collaboration (designated as work teams) …”
Still, there were others, like Pittinsky (2010), who advocated that diversity within teams need heavy consideration, though from the somewhat unconventional perspective of focusing on the positive attributes of the teams’ subgroups, vice the traditional focus of working to bridge the differences of team membership for the collective effectiveness of the team; a premise supported by Cox (2001). The previous approach proposes a reason to pause and investigate as well, as positive energy is a far easier way to forge partnerships than trying to defuse divergences. Lastly, Curry et al. (2012), besides the other elements already mentioned, placed a heavy emphasis on the importance of establishing trust, which is profoundly supported by many practitioners of workforce leadership as well [4]. It seems obvious that trust between team members should be a desired conclusion. However, I have also been part of teams that have had countless members who cared less if I trusted them or not, as their only apparent motivation was to gain admiration from superiors, accomplishing the mission, and doing so without their reputations taking any negative hits. This personal affirmation for self was the direct antithesis of the often-adopted phrase there is no I in the word TEAM ideology by teams that truly believed in collaboration through—selflessness; an ideology I personally subscribe too and advocate.
Time to Weigh In!
Now, if you recall, the goal here was to create a saturation of diverse viewpoints regarding this discussion topic, that would extend the previously stated outcomes (e.g., for, against, other, etc.). This information can serve as some of the current perspectives from today’s nascent and experienced organizational leaders, practitioners, and scholars alike and in real time. Therefore, I am asking readers to weigh in. The following questions are not parameters; rather they are points for discussion stimulation, if needed.
Organizing Resolutions with Starks
If you or a colleague you know are in need of ideas or motivations for getting organized as a workforce team, Organizing Resolutions with Starks can assist. We advise our clients, and small business, on how to create balance and control in their organization through uniquely tailored organizational team strategies! To stay abreast of personal experiences, helpful tips, and discussions like this and others, please like and follow us on Facebook, Twitter, Pinterest, and Google+. We, at Organizing Resolutions with Starks, wish you nothing but success in all you do!
Time to Weigh In!
Now, if you recall, the goal here was to create a saturation of diverse viewpoints regarding this discussion topic, that would extend the previously stated outcomes (e.g., for, against, other, etc.). This information can serve as some of the current perspectives from today’s nascent and experienced organizational leaders, practitioners, and scholars alike and in real time. Therefore, I am asking readers to weigh in. The following questions are not parameters; rather they are points for discussion stimulation, if needed.
- What are your views on the required and effective components of successful teams?
- What were some of your successes or failure that stemmed from the composition of teams?
- What actions did you take to ensure that the formulated team succeeded?
Organizing Resolutions with Starks
If you or a colleague you know are in need of ideas or motivations for getting organized as a workforce team, Organizing Resolutions with Starks can assist. We advise our clients, and small business, on how to create balance and control in their organization through uniquely tailored organizational team strategies! To stay abreast of personal experiences, helpful tips, and discussions like this and others, please like and follow us on Facebook, Twitter, Pinterest, and Google+. We, at Organizing Resolutions with Starks, wish you nothing but success in all you do!
Footnotes:
[1] e.g., see Coleman, 2012; Curry et al., 2012; Dyer, Dyer, & Dyer, 2013; Harvey & Drolet, 2006; Lencioni, 2002; Pittinsky, 2010; Pryor, Singleton, Taneja, & Toombs, 2009
[2] Dyer, Dyer, & Dyer, 2013
[3] Argosy University, 2014, Slide 3
[4] e.g., see Anderson & Anderson, 2010a; 2010b, Bradberry & Greaves, 2009, Harvey & Drolet, 2006, Lencioni, 2002, and McKee, Boyatzis, & Johnston, 2008
[1] e.g., see Coleman, 2012; Curry et al., 2012; Dyer, Dyer, & Dyer, 2013; Harvey & Drolet, 2006; Lencioni, 2002; Pittinsky, 2010; Pryor, Singleton, Taneja, & Toombs, 2009
[2] Dyer, Dyer, & Dyer, 2013
[3] Argosy University, 2014, Slide 3
[4] e.g., see Anderson & Anderson, 2010a; 2010b, Bradberry & Greaves, 2009, Harvey & Drolet, 2006, Lencioni, 2002, and McKee, Boyatzis, & Johnston, 2008
References
Anderson, D., & Anderson, L. A. (2010b). The change leader’s roadmap: How to navigate your organization’s transformation. San Francisco, CA: Pfeiffer.
Anderson, L. A., & Anderson, D. (2010a). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed.). San Francisco, CA: Pfeiffer.
Argosy University (2014). Argosy University Classroom [Lecture notes]. Retrieved from http://myeclassonline.com/re/DotNextLaunch.asp?courseid=9513118
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. San Diego, CA: TalentSmart.
Coleman, M. (2012). Leadership and diversity. Educational Management Administration & Leadership, 40(5), 592-609. Retrieved from Proquest.com
Cox, T. (2001). Creating the multicultural organization: A strategy for capturing the power of diversity. San Francisco, CA: Jossey-Bass.
Curry, L. A., O’Cathain, A., Clark, V. L., Aroni, R., Fetters, M., & Berg, D. (2012). The role of group dynamics in mixed methods health sciences research teams. Journal of Mixed Methods Research, 6(1), 5-20. Retrieved from Proquest.com
Dyer, J. H., Dyer, W. G., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.
Harvey, T. R., & Drolet, B. (2006). Building teams building people: Expanding the fifth resource (2nd ed.). Lanham, MD: Rowman & Littlefield Education.
Lencioni, P. M. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass.
McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Press.
Pittinsky, T. L. (2010). A two-dimensional model of intergroup leadership: The case of national diversity. American Psychologist, 65(3), 194-200. Retrieved from Proquest.com
Pryor, M. G., Singleton, L. P., Taneja, S., & Toombs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26(2), 320-333. Retrieved from Proquest.com
Anderson, D., & Anderson, L. A. (2010b). The change leader’s roadmap: How to navigate your organization’s transformation. San Francisco, CA: Pfeiffer.
Anderson, L. A., & Anderson, D. (2010a). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed.). San Francisco, CA: Pfeiffer.
Argosy University (2014). Argosy University Classroom [Lecture notes]. Retrieved from http://myeclassonline.com/re/DotNextLaunch.asp?courseid=9513118
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. San Diego, CA: TalentSmart.
Coleman, M. (2012). Leadership and diversity. Educational Management Administration & Leadership, 40(5), 592-609. Retrieved from Proquest.com
Cox, T. (2001). Creating the multicultural organization: A strategy for capturing the power of diversity. San Francisco, CA: Jossey-Bass.
Curry, L. A., O’Cathain, A., Clark, V. L., Aroni, R., Fetters, M., & Berg, D. (2012). The role of group dynamics in mixed methods health sciences research teams. Journal of Mixed Methods Research, 6(1), 5-20. Retrieved from Proquest.com
Dyer, J. H., Dyer, W. G., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.
Harvey, T. R., & Drolet, B. (2006). Building teams building people: Expanding the fifth resource (2nd ed.). Lanham, MD: Rowman & Littlefield Education.
Lencioni, P. M. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass.
McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Press.
Pittinsky, T. L. (2010). A two-dimensional model of intergroup leadership: The case of national diversity. American Psychologist, 65(3), 194-200. Retrieved from Proquest.com
Pryor, M. G., Singleton, L. P., Taneja, S., & Toombs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26(2), 320-333. Retrieved from Proquest.com