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Abstract
The need for innovation and creativity has never been as crucial as it is today. In an ever-changing environment, constantly forcing us to face problems weve never encountered before, we need to think on our feet. Traditions and old ways of doing things are being challenged as never before, especially after the unprecedented tragedies of September 11th. In this paper I will examine methods for developing a team that are creative and innovative, as well as how to develop skills for both team members and leaders that allow those to assimilate into newly formed teams and become effective members quickly and efficiently.
Introduction
Cheap Custom Essays on Conflict Management and Team Building
When the combined efforts of staff members add up to more than their individual efforts, you have a successful team on your hands. Successful team members are well motivated and are loyal to the business as well as the other individual members. The winning formula is not easy to define; for example diversity among team personalities can, in some cases, provide the necessary creative spark. In other circumstances it can produce internal conflict capable of bringing down the team. Let us further examine the methods for teambuilding development and the methods to assimilate those team members into the newly formed team.
Teambuilding Dynamics and Methods
1. Building team identity. When a team is first formed, it needs to get a sense of why it is a team. Each team member must also build his or her own individual identity in the team. Each member needs to be able to answer these questions confidently
• Why was I chosen for this team?
• What is my role in this team?
• What does the team need me to achieve?
. Establishing a climate of trust. It is not necessary for team members to trust one another absolutely, but they must trust one another in relation to the task of the team. Facilitating and speeding up the process by which team members get to know one another helps to establish a climate of working trust.
. Dealing with conflict. Sooner or later, every team will run into conflict. Teams that don't address conflict properly may fight a great deal or avoid the issues that cause disagreement. In contrast, the team that learns to deal with conflict effectively can solve long-lasting and widely impacting problems, and can handle any situation, irrespective of how conflict-provoking it may be.
4. Overcoming setbacks. The commonly held belief that those who haven't failed haven't attempted anything difficult holds as true for teams as it does for individuals. Teams that perform at their potential will encounter setbacks. If the team has trouble overcoming setbacks, it will lose energy, and can't analyze and learn from the failure.
5. Thinking outside the box. The need to be unusually creative will arise at some time for many teams. Teams must learn to identify when outside the box thinking is truly necessary and learn how to do it.
6. Managing change. When change occurs, communications must occur that lets everyone know what is changing, why, when and how. Processes may need to change, goals may need to be adjusted, and the team environment may be the best context to provide emotional support to those experiencing some pain associated with the change.
7. Managing complexity. Complexity is the number and nature of reporting relationships, interconnectedness between projects, the degree of uncertainty and fluidity in task requirements, and the intricacy of critical paths leading to task achievement. Teams that manage complexity correctly focus on the right things at the right time, communicate and coordinate, plan together, constantly clarify the roles, responsibilities, and mutual requirements one team member has in relation to another. Doing this allows a team to monitor progress and identify problems early.
8. Ensuring cabinet responsibility. When a contentious issue arises, a decision that is made in a way that guarantees that all team members will stick to what is decided will raise the confidence and capability of a team.
. Raising team profile. Sometimes it is not enough for a team to simply achieve its own task goals. It may need to and the organization may need it to raise its profile as a team. Failing to do so may lead to team members feeling they have let themselves down and missed an opportunity to use their influence. However, if a team can meet this challenge, the organization will derive added benefit from its success.
10. Developing and managing team skills. Successful teams are composed of a carefully selected blend of individuals whose talents and abilities complement one another. Capitalizing on team skills, knowledge, experience, and individual differences will allow teams to better utilize the talents of individuals for optimum team performance. With that in mind, the following should be taken into consideration when looking at team skills.
• The individual contributions that team members bring to the team and how to develop a skills inventory of current members.
• How to create a team development plan to help assure that team members contribute and how to plan for further skill development.
• How individual differences impact the team and what the team can do to take advantage of differences to maximize their performance.
• To identify future business needs and develop a long-term development plan to meet them.
Conclusion
In conclusion, when it comes to developing teams, these days, its nearly impossible to find companies, even itty-bitty ones that dont use some kind of formal teamwork to get projects done. Trouble is many companies trip teams up by giving them a one-sheet game plan, sending them on their merry way, and somehow expecting victory.
No matter how talented and creative a companys individual players may be, teams cant succeed without firm goals and ways to achieve them. Winning teams thrive on structure thats created from the bottom up, yet guided by strong, confident leadership from the top of the organization.
References
1. Dessler, Gary (001). Management Leading people and organizations in the1st century (nd ed.) (pp. 184-185). New Jersey Prentice-Hall, Inc.
. Filatoff, Julie and Zamiara, Thomas F. (Oct. 000). Secrets of teambuilding gurus. On Wall Street, Vol. 10 Issue 10, p4, 6p.
. Howland, James (Aug. 001). The key is relationships. Corporate Legal Times, Vol. 11 Issue 117, pBWB18, p
4. Rizzo, Joseph (Dec. 00). Get with the program! Building a vision of place. Library Journal, Vol. 17 Issue 0, p66, p, 1c.
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