Why teams do not work and how to solve the problem?

Would you say that your team is maximum productive? Creating a perfectly functioning team is not easy, especially if it is a great team, with a lot of different personalities, goals, and roles. How can all people be happy and a team creates good results? It is the question that concerns a large part of the business world.

When you have a few people together, whether they are work-related or not, the inevitable process is the creation of the group. Groups within the set of people are created for a variety of reasons: for example, because they bring together people who have similar values, attitudes or thoughts, or people who are attracted by the same person, etc. In the job such a process is even more evident. Groups that are created within an organization or subgroup within the broader group that has some kind of task are mostly informal, but can also be formal – as if you want to form a team that has to perform a specific job. Whether formal or not, the groups go through a process of creation.

The simple fiction or fable is among managers that a team is a number of people organizing together (preferably those well agree among themselves) and then they are allowed to work and meet together. And you have it. In fact, the team develops through the phases and it happens over time.

Creating / Reviewing

The initial phase in the formation of new groups is often characterized by confusion, the role that each person should have, tasks to be carried out, the type of leadership and whence that person comes. (It can be a formal leader, but others in the group aware that everyone else could also have this role just as well). People have to join this group or themselves primarily seen as individuals. The group is still a collection of individuals.

The first phase is the time of formation or review: “Why are we here?”, “What is expected of me to do.” With confusion can expect also restlessness, anxiety, even anger and almost certainly dependent on the leader. When roles and tasks are unclear, people experience feelings of anxiety and concern. They may be angry because they were placed in a situation that is strange to them, without clear instructions and do not know how to deal with it. The interaction between people at this stage reflects relations, prejudices, assumptions and intolerance from outside the group. The roles that people initially try to play in the new group are usually similar to those they play outside of this group. They are just on the verge of seeking a new identity: their role in the group.

The creation is the stage where the group is formed. At the beginning everything looks perfect, they are all excited and looks like it will never be a problem. People are still not aware of the difference of opinion.

Leavening

The second stage introduces a definition of the task group should be carried out or objective should be reached. People are beginning to realize what kind of role they want to play in the effort to reach the goal. They tend to see themselves as individuals who are working with other individuals in the execution of the task. They still are not true groups, are a set more as a group of people who had gathered around common intention.

On the surface out certain predictable mutual influences. Conflicts can erupt between those who want to get the job done quickly and those who want the process be more careful and slower. Conflicts can erupt between those who have already decided that work should be done and those who want to experiment. Some people insist on the implementation of solutions that are made to the project, while the others worry whether the problems and issues are well defined. Usually, there are also members who want a powerful, autocratic instructions from the beginning and others who prefer to work in a democratic and open atmosphere.

There is usually a lot of personal interest. Some members wanted to gain influence in the group, whether they see themselves as natural leaders – such as specialists / experts on the subjects under discussion – or because they want to see how the group accepted their priorities and methodology. Others want to take advantage of the group in order to increase their own visibility and power. Members who are very highly oriented towards the task can become very careless towards those who want to get attention be paid to group dynamics – what happens between people.

Leavening occurs when individuals realize that there are different opinions in the group? Members of the group then practically test where the limits are and experiencing the first conflicts and divisions within the group.

Norm

Members feel they are no longer a collection of individuals, each of them has their own goals and interests, but the group members are working together to achieve a common goal. Regardless of how they saw their role before, now they see in the service of the group. Their previous role is subordinate to the new which should help the group to achieve its goal. People who were oriented towards the task now understand that it is necessary to pay attention to the group process – the interaction between members – because it requires a balance between task and people who perform in order to be effective.

Until this moment of association, the members were retain the individuality (in the negative sense) or joining subgroups to be influential. The division is fading as people identify with the group. Group acquires a unique identity, just as its members’ unique personality.

Stage scaling occurs when people realize that they have to give and take, accept compromises and the interest paid to the group. Then the group makes the rules / norms of behavior within the group.

Performance / Doing job

Not only do members work together on a mission or goal, they assess their own effectiveness in that. They experiment with new roles that will help the group to be successful, such as, for example, leadership. Formal leadership may be less pronounced if the members of a circle passing. Team members looking for ways to work in the hope to develop more effective ways to reach the target group.

After the group has managed to overcome the initial difficulties, create norms of behavior, the group begins to function well and efficiently perform tasks.

Some of the most common problems that employers face are the following:

Unclear division of roles

Leads to the emergence of conflicts, needless waste of energy and time. Team members must agree who will do certain tasks and how to adopt and modify the decision of the team. Recently, a team of managers requested the help of coaching because their productivity was low. To the experts is to noticed where the problem is and eliminate it, they must first be considered on one of their team meetings. Among other things, the communication should not take too long – that everyone talks to each other and do not know who is responsible for what. Then spot all inefficiency and begin to work on their elimination. In the end, perhaps the team should make a better division of roles, improve their own dynamics, ability to plan and significantly increase productivity, and reduce the time for the meeting from 3 to 1 hour.

Ineffective leadership

This is the problem that causes and unclear division of roles. The ineffective leader is one who does not communicate enough. If you want to lead a team, you have to know first who is inside. A leader must connect team through effective communication and to develop it. He must be willing to constantly reiterate why is something important to be done, not just what, but his message must be easily comprehensible to all (those at the top and those at the bottom of the hierarchy). Let me give you one example. The group of top managers in an organization had poor communication with managers at lower levels. They communicated among themselves which has led to discrepancies in the objectives and poor implementation plans. When experts apply certain techniques of coaching, there was an improvement of vertical communication, development of creativity and better implementation of the plans.

Lack of interest in other activities

Yes, it is essential that there is a clear division of roles and all have their responsibilities, but it is very important not to draw too sharp boundaries between jobs. A necessary step for teamwork is the manifestation of interest in other activities associated with the work that is in the process. In this way creates the necessary synergy, because the permits to circulate creative energy that amounts to new approaches and thinking. Extended accountability framework helps to create a common interest, solving problems faster and with better results.

The neglect of individual differences

A successful team is sensitive to the needs of each of its members. Sometimes it is necessary to allow people to work in a way that will enable them to make the greatest contribution. So if you had a request to assist an employee who showed inconsistency in the work, difficulties in communicating with people and integration into work teams, but on the other hand, gave good results. Once the assessment is done and a profile created that pointed to the working and motivational qualities of the employee, you have to see is this a profile that requires complete independence or dependence. Thus he has to improve his own motivation to work and results.

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