This week’s article analysis focuses on change from individual to team work at the workplace. Most organizations are in search of a strategy for viable teamwork. Internal competition is detrimental to the progress of an organization (Webber, 2000). Conflicts that arise during teamwork generate diversity of ideas (Maruca, 2001).
This enables an organization to solve problems quickly and confidently face challenges (Kirsner, 1988). Moreover, effective teamwork helps diminish politics and bring on board vital issues for discussion (Maruca, 2001).
High commitment to team work generates clarity on issues and aligns the entire organization to a common objective. Furthermore, teamwork enables members to develop the capacity to learn from mistakes, move or change course without hesitation (Maruca, 2001).
Accountability in an organizational team ensures that poor performers feel the need to improve (Maruca, 2001). Unlike in teamwork, individuality does not provide an effective basis for evaluation.
Therefore, an individual may continue performing something in a wrong way since one is not pressured to be accountable for one’s actions. Such teams are also able promptly to identify problems (Kirsner, 1988). In addition, accountability creates respect among team members and eliminates extra bureaucracy around performance supervision and corrective measures (Maruca, 2001).
Teamwork also emphasizes pooled results (Maruca, 2001). Therefore, organizations that embrace teamwork are able to hold on to achievement-oriented workers. In contrast, individuality promotes undercutting the efforts of the others for immediate benefits.
Therefore, team work eliminates individualistic approach to the tasks. However, dysfunctions associated with teamwork are unavoidable. Individuality must be integrated in team work. Harmony must be established in order to achieve tangible results.
Establishing trust in a team requires an effective manager (Maruca, 2001). His/her role is to create an enabling environment where individual members are free to interact and comfortable with revealing their susceptibility. Such an environment enables team members to realize their shortcomings (Kirsner, 1988). In contrast, it is difficult to evaluate one’s limitations, when working as an individual (Maruca, 2001).
A positive team culture is facilitated by appropriate conflict management skills (Maruca, 2001). A conflict may spill over into the entire organization affecting operations of the business. Challenging other team members is encouraged if provided as a benefit for the entire team (Maruca, 2001). Consequently, managers should not interfere when team members engage in a conflict.
This will enable the members develop conflict management skills (Kirsner, 1988). Most importantly, conflicts should be based on the issues relevant rather to the team and organization in general than to the personal disagreements (Maruca, 2001).
Commitment is also vital in any team. Managers must emphasize closures regarding issues and ensure that everyone has a chance to raise their opinion.
Members in a crew must, therefore, be devoted to the goals of the group. Democracy in an organization is essential in such a case. Nevertheless, at times, it is necessary for managers to disregard consensus for things to be done accordingly (Maruca, 2001).
Lastly, focus on performance is vital in team work. For any team to be regarded as effective, it must be result-oriented. Therefore, managers should emphasize to focus on results to their team members. Moreover, they must be objective and appreciate individual contribution of each member to the team (Maruca, 2001). Rewards on the same should be administered accordingly.
Team dysfunctions and the ways they are effectively overcome offer a conceptual framework on how to establish a positive team culture within an organization (Maruca, 2001). Individual nature of each member and the unique context of the team determine the aptitude of the team. Therefore, managers should be ardent in coming up with the right mix of talents to generate desired results effectively (Maruca, 2001).
Kirsner, S. (1988). Total Teamwork – SEI Investments. Retrieved from http://www.fastcompany.com/33863/total-teamwork-sei-investments
Maruca, R. (2000). What Makes Teams Work? Retrieved from http://www.fastcompany.com/41112/what-makes-teams-work
Webber, A. (2000). Why Can’t We Get Anything Done? Retrieved from http://www.fastcompany.com/39841/why-cant-we-get-anything-done