Design Reality sees the need for a change in approach to interior design. It has evolved significantly and has become a kind of breakthrough in architecture and design services, offering a wide variety of options. All processes work well because the team consists of only highly qualified specialists who never stop developing and learning about the latest trends in architecture and design (Muszyńska, 2018). The Design Reality team’s mission is to efficiently and quickly help its clients implement their interior design ideas and projects in virtual space. This paper aims to evaluate and discuss the team credibility of Design Reality.
The overall team credibility is 70 % with a high level of creativity, control, and achievement. The level of achievement and risk of the whole team is 70%, creativity and control – is 73%, and autonomy – is 53%. The team is characterized by interdependence, shared responsibility, good results, innovation, and creative vision. Each team member contributes individually to the overall work and everyone shares information. Team members are perceived as equal participants in the activity process and have the opportunity to influence each other (MuszyÅ„ska, 2018). Responsibility for team goals is understood and shared by everyone as the team focuses on group activity. The presence of synergy is characteristic of the Design Reality team, which contributes to a high level of credibility. Leadership is shared among team members and specific goals are defined within the team. Collective discussion, constructive problem-solving meetings, as well as the direct assessment of achievements, help to receive good results. Group members discuss issues, make decisions, and work together to well implement collective tasks.
The Design Reality’s credibility can be evaluated by taking into account several characteristics. The team consists of 5 members, who participate in the joint achievement of the set goals following the role assigned to them and the extent of their competence. The team has an overall appearance that does not coincide with the individual qualities of its members. An effective team is characterized by established connections both inside and outside it with other teams and groups (Mathieu et al., 2019). It has a clean and orderly economical structure focused on the achievement of goals and objectives. Besides, the team periodically evaluates its effectiveness and credibility.
All five members contribute to the development of the team’s credibility. A finance and management specialist is a proactive generator of ideas who sees risk as a factor of change and innovation. An engineering expert is dynamic, decisive, assertive, and seeks potential opportunities. A recruitment marketing specialist is a strong-willed, decisive, and highly motivated personality who transforms ideas into specific tasks and organizes their implementation. A financial analyst absorbs all possible opinions, combines ideas, and makes the right decisions. A forecasting specialist is task-oriented and able to unite the team to solve individual problems, purposefully carrying out the necessary correction of the state of the team atmosphere.
The Design Reality team is a group of people who have common goals, complementary skills and abilities, a high level of interdependence, and share responsibility for achieving results. Every team member takes part in discussions and most decisions are reached by consensus, which demonstrates that everyone generally agrees with the decision being made and is willing to move forward. When implementing a decision, specific actions are established and clear assignments are made. The team is aware of all of its work processes and difficulties. The issues related to the work procedure or the individual behavior of team members are openly discussed until a solution is found. All this leads to the overall credibility and effectiveness of the whole team.
Reference List
Mathieu, J. E., Gallagher, P. T., Domingo, M. A. and Klock, E. A. (2019) ‘Embracing complexity: Reviewing the past decade of team effectiveness research’, Annual Review of Organizational Psychology and Organizational Behavior, 6, pp. 17-46.
Muszyńska, K. (2018) ‘A concept for measuring the effectiveness of communication in project teams’, Journal of Economics & Management, 33, pp. 63-79.