Team Build Individual Five
Companies have become much concerned due to the fact that some managers are having success building self-directed, high performance teams while others are not. As an effect, this paper identifies characteristics of the successful team building elements and compares them with those managers that have not been succehis situation, those who are struggling need to learn from their fellows who are doing very well. The paper outlines what would be going wrong and the steps that might be taken for success.ssful. In t
There are some difficulties that managers undergo when trying to establish self-directed high performing teams. Some of these managers have a problem of pulling their team's weight. Simply these managers have much difficulty in contributing enough to the team. They usually don't live up to commitments; hence find it much heard to undertake team's workload.
They also have some difficulties in sharing. Though they are quick in learning from others and finding out all that is going on, however, the difficulty they face in establishing their teams is that they are loath in sharing what they know and experience with team members. Such people have the difficulty of gaining people's trust as they usually find it much hard for them to share what is right, other than wrong. This is because; they think that learning is just a one-way traffic.
They also have a problem with blaming and giving excuses for anything wrong that has happened in the organization. They never stop excuses for non-performance and they will ever be blaming others. It is their tendency that, faults lie with others and the kind of work. They will always be doing this with the aim of protecting or pursuing personal interests. Though there is nothing wrong with protecting and perusing personal interests, but it ought to be not at the expense of the team. Everybody should take his/her responsibility, while the manager should take the team's responsibility.
On the other hand, a successful characteristic of establishing self-directed, high-performance teams includes developing goals and plans. The team should at first clearly define a mission that in the way or the other describes the specific objectives for the existence of the team. In addition, managers should in a position of setting team's goals on a regular basis particularly during developing and implementing plans. This will enable team members to be clear about goals and priorities, which will enable them to act in a manner that will consistently support the overall mission and goals of the team.
Open communication among members. Establishment of a good time should entail free information sharing and honesty, listening to each other, as well as provision of both constructive and positive feedbacks. The team should also employ a specific process for facilitating the dissemination of information on a regular basis. This has been much helpful in the process of enhancing a positive relationship among team members. A good relationship makes the team work proactively in the construction of positive relations as it provides opportunities for social interaction; by giving assignments that ensure the staff is in contact with individuals that they normally don't interact with, as well as the provision of cross-training opportunities.
The management should be in a position of solving problems as well as making decisions on a basis that is timely. An effective team is always effective in identifying and resolving issues, apart from making successful group decisions. The team also involves all members in solving conflicts and making decisions. This process helps managers to successfully manage conflicts. This has been based on the fact that, as a team, identification and solving problems will be done in a timely and mutually beneficial fashion. Teams that are high performing should have the capability of minimizing conflict occurrence through the implementation of communication and problem solving resolution training. This is done by incorporating on-going team-building activities, as well as encouraging active participation of all team members.
for recommendations, in hereby reiterate that the managers ought to make an adaptable kind of working environment, where they will have to know each other very well and even learn from each other. The working environment should be much flexible to ensure that everyone is catered for. though the reality is that, nobody is similar to the other as all human beings are different as all have different opinions, ideas, beliefs among others, but managers should be flexible, other than being stiff on their ideas, opinions, and beliefs. This implies that they should be a united bunch.
According to Kimball, F. & Fisher, M, for struggling managers to improve negotiation and conflict resolutions skills, they need to:
- Get in touch with their findings: a very important component in improving negotiations and conflict resolution calls them to know how they feel and the reasons they are feeling that.
- Hone their listening skills: on matters concerning negotiation and conflict resolution is to listen effectively as it helps in expressing themselves in an effective manner. It is very vital to understand other people's perspective, other than their own if they are to come up with a good conclusion.
- They should practice trying an assertive type of communication: communicating their feelings as well as needs in a clear manner is also a very important aspect in coming up with good and clear conclusions.
- Seeking a solution: once the managers have understood the other person's side of the story, and the person has also understood the managers' story, it will be the best time to come up with a solution that both parties will agree upon.