Characteristics of Effective Teams

• There is a clear unity of purpose
  There was free discussion of the objectives until members could commit themselves to them; the objectives are meaningful to each group member.

• The group is self-conscious about its own operations
  The group has taken time to explicitly discuss group process -- how the group will function to achieve its objectives. The group has a clear, explicit, and mutually agreed-upon approach: mechanics, norms, expectations, rules, etc. Frequently, it will stop to examined how well it is doing or what may be interfering with its operation. Whatever the problem may be, it gets open discussion and a solution found.

• The group has set clear and demanding performance goals
  for itself and has translated these performance goals into well-defined concrete milestones against which it measures itself. The group defines and achieves a continuous series of "small wins" along the way to larger goals.

• The atmosphere tends to be informal, comfortable, relaxed
  There are no obvious tensions, a working atmosphere in which people are involved and interested.

• There is a lot of discussion in which virtually everyone participates,
  but it remains pertinent to the purpose of the group. If discussion gets off track, someone will bring it back in short order. The members listen to each other. Every idea is given a hearing. People are not afraid of being foolish by putting forth a creative thought even if it seems extreme.

• People are free in expressing their feelings as well as their ideas

• There is disagreement and this is viewed as good
  Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than dominate the dissenter. Dissenters are not trying to dominate the group; they have a genuine difference of opinion. If there are basic disagreements that cannot be resolved, the group figures out a way to live with them without letting them block its efforts.

• Most decisions are made at a point where there is general agreement
  However, those who disagree with the general agreement of the group do not keep their opposition private and let an apparent consensus mask their disagreement. The group does not accept a simple majority as a proper basis for action.

• Each individual carries his or her own weight,
  meeting or exceeding the expectations of other group members. Each individual is respectful of the mechanics of the group: arriving on time, coming to meetings prepared, completing agreed upon tasks on time, etc. When action is taken, clears assignments are made (who-what-when) and willingly accepted and completed by each group member.

• Criticism is frequent, frank and relatively comfortable
  The criticism has a constructive flavor -- oriented toward removing an obstacle that faces the group.

• The leadership of the group shifts from time to time
  The issue is not who controls, but how to get the job done.

Sources: The Human Side of Enterprise, by Douglas MacGregor The Wisdom of Teams, by Kaztenbach and Smith

How Does A Team Differ From A Work Group?

On Competition
Work groups tend to compete inwardly, with members competing against each other for favor, recognition, etc. High performing teams compete, but with those outside the organization.

On Focus
Work groups tend to be task-oriented and characterized by members who follow their own personal agendas. High-performing teams are goal-oriented. Members work towards the achievement of the team goals and agenda, rather than pulling in different directions.

On Style
Work groups tend to be autocratic and hierarchical in nature. Teams, on the other hand, tend to be participative and self-steering within the goals of the team.

On Tolerance
Work groups tend to tolerate each other, while teams tend to enjoy each other. Differences in teams are welcome and encouraged, while in work groups, differences and disagreements are suppressed.

On Risk
Work groups tend to avoid risk and maintain the status quo. High performing teams tend to accept risk.

by Robert Bacal

Critical Factors Leading to Effective Team Management

• Highly developed inter-personal skills and understanding of some basic psychology regarding what makes people commit to, and perform. These capabilities could be developed by a focused mentoring form manager.

• Must recognize the importance of balancing between tasks (getting the job done) and people (ensuring that team members are satisfied with the process of getting the work done). This can only be done through the understanding the work responsibility as compare to situation handling during different stress time in work or assigned task.

• Willingness to listen and ability to communicate. Leaders must have a preference to listening and understanding rather than controlling and talking. Effective team players always facilitate new comers to get well settled in the team by positive interactions during the early phases of team building.

• Show Constancy of Purpose. Leaders must commit themselves to the team, and not give up when the going gets rough, or success is slow to come. Consistence is required with sequenced approach towards the purpose.

• Show Consistency In Behavior. Leaders must behave in a consistent manner regarding team work. Leaders who sometimes encourage team process and sometimes bypass the team confuse the hell out of everyone. When this happens, nobody takes teams seriously. All members look at he team lead as the role model, and he must try to bring best out of every one by correcting divination from path of team members.

• Model Desireable Team Behavior. The team will take its cues from its leader, or the manager. You cannot break inter-personal rules, not listen, and use autocratic prerogatives, and expect members of your team to believe that you REALLY value working together. He has to show the members the importance of team relationship by his personal examples.

• Be Able To Deal With Problem Team Members. Sometimes a team does not have the internal resources to deal with a member that is uncooperative or so unskilled in group behavior that he or she becomes a barrier. A manager must be able to coach when necessary, problem-solve, establish consensus and mediate

by Haris Tabassum