By Judith Stein Team effectiveness is enhanced by a team's commitment to reflection and on-going evaluation. In addition to evaluating accomplishments in terms of meeting specific goals, for teams to be high-performing it is essential for them to understand their development as a team. Most of us are familiar with the concept of "the terrible twos" in early childhood; understanding that developmental stage makes it easier to
accept the constant stream of "No No No No No" that we might hear from a two-year old. Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman. Although many authors have written variations and enhancements to Tuckman's work, his descriptions of Forming, Storming, Norming and Performing provide a useful framework for looking at your own team. Each stage of team development
has its own recognizable feelings and behaviors; understanding why things are happening in certain ways on your team can be an important part of the self-evaluation process. The four stages are a helpful framework for recognizing a team's behavioral patterns; they are most useful as a basis for team conversation, rather than boxing the team into a "diagnosis." And just as human development is not always linear (think of the five-year old child who reverts to thumb-sucking when a
new sibling is born), team development is not always a linear process. Having a way to identify and understand causes for changes in the team behaviors can help the team maximize its process and its productivity. Learning Outcomes
Members of an effective team help each other achieve goals. Characteristics of Effective TeamsMany studies have been completed on the topic of what effective teams look like. They agree on key characteristics that effective teams share. The chart that follows identifies skills and attitudes that help teams function effectively.
Check out the following video to discover what Cisco has found to be the key tips for building effective teams: Common Techniques for Team BuildingOnce you know the characteristics of effective teams, how do you go about building those qualities into a group? When initially forming the team, follow these procedures and techniques to help create the environment needed for the development of those characteristics.
Optimal Team SizeThere seems to be no question about the right size of many teams. Basketball teams have five players (on the court), football is played with eleven members on the field, and a bridge team is made up of only two players. Businesses don’t have rules for the proper size of a team. Jeff Bezos, CEO and founder of Amazon, has his own rule for the right-sized teams: the team should only be as big as can be fed with two pizzas. By normal standards, that would suggest five to eight people on a team. Bezos is said to have followed this guide when he created the innovative and decentralized start-up that has grown into one of the most successful companies in the country. When in doubt about the right size of your team, you can always fall back on the “two-pizza rule.” The ideal size, according to most management experts, falls within the range of five to nine people. The reason the size is so important that it is the focus of research studies has to do with processes and outcomes. Too few people and the team may not have enough resources or skills. Too many people and communication becomes more challenging. Groupthink and social loafing may occur and negatively affect team performance. In one study, it was determined that teams with more than twelve people had greater conflict and formed subgroups that disrupted the team cohesiveness.[1] Experts also agree that the optimal size of the team is driven by other factors: what type of task the team will perform, what skills the team requires to complete the task, and the time provided to complete the task. Answers to those questions will often determine the best size for a team. If the task, for example, is a sales function, then one individual may do most of the work until the very end, when a finance and delivery/inventory manager gets involved. One business may be fortunate to have four employees with multiple skill sets whereas another company would have to include six or seven people to reach the same level of abilities. Finally, the shorter the timeframe to complete the task, the fewer the people should be on the team. Larger numbers increase complexity of communication and administration. What is true of high performing teams?High-performing teams are aligned in their focus, purpose, and priorities. They set team and individual goals that support this shared vision so that their work drives achievement. Goals are not only aligned, but they are clearly defined so everyone knows exactly what they need to do and how to get there.
What occurs when group cohesiveness is high?More Participation:
Higher the degree of group cohesiveness, closer will be the interpersonal relationships among the members. As a result members will participate actively in group affairs and activities.
What makes a team successful?Effective teams pursue a common outcome and have a common goal they want to reach. Healthy teams have mutual respect between members of the team and management. Plus, team members value one another's contributions and skill sets. Having a team allows people with different strengths to work together.
In what two ways does teamwork and empowerment contribute to high performance?Teamwork and empowerment contribute to high performance when they job satisfaction is improved and give the organization fuller use of employees' ideas and expertise. For empowerment to succeed, managers must link and coordinate roles and provide the team with the resources needed to carry out its work.
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