By
Bill Fields
Submitted On February 22, 2011
What is it that differentiates a team from just a group? Are
there certain pre-conditions and can one observe different performance
outcomes?
Common Objectives and A Common Vocabulary
A team begins by forging a common set of shared objectives. There has to be sufficient discussion so that all team members understand the objectives in a like manner. The less ambiguity that remains, the stronger will be the members' commitment to those objectives.
They also will have developed a common vocabulary. Not argot or jargon, this common vocabulary is shaped by the deep conversations regarding the common objectives and the agreed-upon path to achieve those objectives.
One way to know that you have a team is when "one person can start a sentence and another person can finish it". They obviously are in sync.
Trust, Respect and Co-Operation
The pre-requisites for establishing a team is founded on trust, respect and co-operation.
Trust first must be extended by one team member and then it is returned by other members. As this process is repeated from a tepid outset through multiple iterations, it becomes embedded in the team's culture.
Respect is derived from appreciating the integrity of the other people and the quality of their contributions. This is an attribute that is built over time, as one appreciates the character of other team members and the teachings they share.
Co-operation becomes the operating norm, as the diversity of insights and approaches build solutions through conversations. The common objectives serve to ground the team and help it avoid self-destructive tendencies and actions.
Performance
In a mature team, the synergy of the team becomes unleashed. This produces consistently high performance. The highest level of team co-operation, however, is ongoing full-blown collaboration - which is something that teasingly eludes group performance. How is your team performing?
Common Objectives and A Common Vocabulary
A team begins by forging a common set of shared objectives. There has to be sufficient discussion so that all team members understand the objectives in a like manner. The less ambiguity that remains, the stronger will be the members' commitment to those objectives.
They also will have developed a common vocabulary. Not argot or jargon, this common vocabulary is shaped by the deep conversations regarding the common objectives and the agreed-upon path to achieve those objectives.
One way to know that you have a team is when "one person can start a sentence and another person can finish it". They obviously are in sync.
Trust, Respect and Co-Operation
The pre-requisites for establishing a team is founded on trust, respect and co-operation.
Trust first must be extended by one team member and then it is returned by other members. As this process is repeated from a tepid outset through multiple iterations, it becomes embedded in the team's culture.
Respect is derived from appreciating the integrity of the other people and the quality of their contributions. This is an attribute that is built over time, as one appreciates the character of other team members and the teachings they share.
Co-operation becomes the operating norm, as the diversity of insights and approaches build solutions through conversations. The common objectives serve to ground the team and help it avoid self-destructive tendencies and actions.
Performance
In a mature team, the synergy of the team becomes unleashed. This produces consistently high performance. The highest level of team co-operation, however, is ongoing full-blown collaboration - which is something that teasingly eludes group performance. How is your team performing?
Diamond Management Institute develops high-performance
organizations through customized management consulting, strategic and
operational planning, leadership development, and employee training
solutions. We are passionate about improving performance and
effectiveness - for organizations and for individuals.
Contact Bill Fields, President at 905-820-8308 or http://diamondmanagementinstitute.com
Article Source:
http://EzineArticles.com/expert/Bill_Fields/936591
Contact Bill Fields, President at 905-820-8308 or http://diamondmanagementinstitute.com
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