TEAM AND PERFORMANCE MANAGEMENT

Effective Team and Performance Management



Effective Team and Performance Management

Introduction

Teams regularly perform in complex and dynamic environments, where their tasks take them into domains that are different from their thorough training or direct experiences. Yet it is generally unrealistic or unfeasible to force teams to perform well in every situation that they may come across. To succeed in dynamic and risky task environments teams must be ready to adjust spontaneously to quick altering and unpredictable situations. The newly formed team is then expected to succeed or fail at their given task. Management must be cognizant of the process for developing effective teamwork and what contributes to effective teams.

Reflection

To develop effective team relationship and performance you have to focus the task environments, and they must be prepared to adopt that change spontaneously as discuss above. For instance in wartime, effective defense teams must improvise quickly and efficiently to adapt to the performance constraints of an evolving and changing battlefield. It would be impossible to train military teams for the infinite number of contextual factors they might confront on the battlefield. A more rational approach is to examine the antecedents of team performance that facilitate team adaptation mechanisms to dynamic situational factors that might occur during performance. Many team training efforts still focus exclusively on individual or team training of skills applicable to a definite performance situation.

If I gave people on my team a job they possibly will not handle then, as time progressed, the team would gradually go down due to people not being capable to pull their own weight during the project. Throughout the project there were many obstacles that my team had to overcome. Some of them were minor things, but others had the ability to grind the whole project to a halt. In order for a team to be a success there must always be open communications flowing from all parties.

If everyone does not contribute than things will quickly deteriorate and production will come to a halt. The next thing that I was faced with was those people who were more head strong, or in other words more stubborn than the others. Sometimes their unwillingness to look at a problem or an idea from another person's viewpoint caused a lot of undue stress on the team as a whole. Personal problems, such as undue attitudes towards others in the group also added to the tension, but all was worked out and the trust was restored again.

Shared mental models, teamwork, and team performance

It offered the concept of shared or team mental models among team members as a means to explain the orchestration or teamwork and coordinated performance among team members. Team mental models are knowledge structures held by team members that enable them to form explanations, expectations, and predictions of tasks, member roles, and coordination action. Shared mental models, have been proposed to operate by providing team members with a common understanding of responsible person for different actions, and how those actions work together ...