THE WISDOM OF TEAMS

The Wisdom of Teams

The Wisdom of Teams

Introduction

The need for wisdom among team and their work has become a requirement in business. Workgroups that function according to wisdom as teams have evolved as part of the “total quality management” concept. The evolution of wisdom among teamwork within management systems was initiated with the belief that employees will be most productive when they identify with the success of an organization, and a small group will have more perceived success while fitting into a larger-scale organization. Thus, managers must be trained to take the role of a coach or facilitator and set goals for the work teams to achieve. Establishing the expectation of effective teamwork and supporting team members should increase the rate of goal attainment.

Team Formation

There are several different types of work teams that are formed for specific outcomes, such as providing advice (advisory panels), production work (assembly teams), projects (task forces), and organized action (sports teams). Team formation generates synergy and has become a preferred method of goal attainment by many organizations (Carron and Hausenblas, 1998). This synergy helps to promote higher employee morale, which leads to loyalty, commitment, and continued motivation (Spencer, 1994). Teams bring together individuals (specialists) who independently have a job function in a specific department and unite them with other individuals in an effort to accomplish a specific task, seize an opportunity, or resolve a problem. Work teams are either functional (from the same work unit) or cross-functional (from different areas), exist to solve problems or for development (products), and last for a limited time or are established as a permanent part of the organization. Effective and productive teams will possess certain characteristics, such as shared leadership roles, work schedules that commit time to complete tasks, mutual accountability, two-way trust, honest communication, and the discussion and resolution of problems. Developing an effective team requires establishing team rules, setting clear goals, valuing diversity, and leveraging strengths (Cohen and Bailey, 1997).

Teams don't happen; they are formed, usually in response to management's directive. This formation progresses through a series of stages that help to define the team. While studying the path to high performance, Bruce Tuckman coined the following as the stages of team formation: forming, storming, norming, performing, and adjourning. During the forming stage, individuals are assessing each other and objectives are established. Initial excitement about being selected begins to translate into defining tasks, choosing leaders, and defining acceptable group behavior; attitudes are positive and members are polite. Storming has been linked to team failure because of individuals attempting to take control of the group and blaming teamwork as the culprit. Through this phase, management must be cognizant of the internal issues facing the group, address them immediately, and refocus the group on the tasks at hand. Many teams fail at this phase (Cleland, 1996).

In the norming phase, the team has become comfortable and begins to work well together. The team is beginning to mature to the point that management direction is not as ...