Introduction
All organizations ought to have a proper communication arrangement in order to run effectively. Teams in organizations accomplish their objectives in good time when they communicate effectively within and out of the organization.
This paper identifies some problems that arise when teams communicate while working in a group. It offers possible recommendations that can aid in the abolition of the identified problems.
Problems of team communication
The problems, which have consistent links to communicating in a team are numerous including, the presence of destructive roles; for example, shadow, aggressor and blocker, which make communication difficult in a group.
According to Choudrie (2005), individuals choose to play the above-mentioned roles that are negative in communication. Such individuals present mannerism like reprimanding colleague when colleagues offer their suggestions, postponing plans that the team make and failing to concentrate when the team needs to communicate.
Another problem that teams encounter while communicating is embracing norms within the team that are negative and could end up punishing the group. For instance, members of the group could implement rules and punishments that would guide them in their activities.
When certain members break the set rules, they are punished by their teammates. This affects the performance of team players negatively because group punishments are hardly fair when executed (Eunson 2005)
Thirdly, while communicating, teams experience a downbeat from groupthink mechanism. As such, stress among team players makes them fail to stand their values because of the pressure to agree.
As a result, there is failure to analyze available information critically in order to make sound judgments and suitable decisions.
There is an absence of effective communication; thus, posing problems to the teams concerned. Finally, most group members strongly believe in myths that are related to teamwork; thus, bringing unconstructive ideas to the team when communication is impaired.
Exemplar of myths considered includes mistakes realized in a team that are the responsibilities of the team and not specific individuals and leaders are not necessary in running of teams. These myths derail communication strategies within the team because members lack proper understanding of facts on operation of teams (Choudrie 2005).
Recommendations
In order to eliminate some problems the recommendations must be put to consideration. First, individuals who present destructive roles in teams should be trained on benefits of playing positive roles in their teams. Further, such members need to receive warnings of their behavior from management so that all team members are positive and realize targets of the organization they serve.
Additionally, there ought to be a guideline in implementing any policy or norms in running activities of any team. There should be avoidance of unrealistic norms and consequent punishments in order to protect all team players.
Groupthink as a mechanism in teamwork needs to be regulated so that affiliates do not feel obliged to act like everyone. Team affiliates must be encouraged that their opinion matters and they have a mandate to initiate appropriate decisions in the team.
A proper education on verity and fiction regarding management of teams has to be administered to team members to reduce; thus, leading team members. Any myths that arise ought to be abolished within the required time.
Conclusion
Teams need to identify concerns that affect their communication and streamline suitable solutions to such concerns. When this is tenable, teams will run their operations effectively.
References
Choudrie, J. (2005). Understanding the role of communication and conflict on Reengineering team development. Journal of Enterprise Information Management, 18(1),64-78. Web.
Eunson, B. (2005). Communicating in the 21st century. Mildon, Qld: John Wiley & Sons Australia.