Individuals will identify with their groups if they like the other members, approve of
the purpose and work of the group and wish to be associated with the standing of the
group in the organization. Identification will be more complex if the standing of the
group is good.
Characteristics of effective teams
The characteristics of teams as described by Katzenbach and Smith are:
● Teams are the basic units of performance for most organizations. They meld together the skills, experiences and insights of several people.
● Teamwork applies to the whole organization as well as specific teams. It represents ‘a set of values that encourage behaviours such as listening and responding co-operatively to points of view expressed by others, giving others the benefit of the doubt, providing support to those who need it and recognising the interests and achievements of others’.
● Teams are created and energized by significant performance challenges.
● Teams outperform individuals acting alone or in large organizational groupings, especially when performance requires multiple skills, judgements and experiences.
● Teams are flexible and responsive to changing events and demands. They can adjust their approach to new information and challenges with greater speed, accuracy and effectiveness than can individuals caught in the web of larger organizational conventions.
● High-performance teams invest much time and effort exploring, shaping and agreeing on a purpose that belongs to them, both collectively and individually. They are characterized by a deep sense of commitment to their growth and success.
Dysfunctional teams
The specification set out above is somewhat idealistic. Teams do not always work like that. They can fail to function effectively in the following ways:
● The atmosphere can be strained and over-formalized.
● Either there is too much discussion that gets nowhere or discussion is inhibited by dominant members of the team.
● Team members do not really understand what they are there to do and the objectives or standards they are expected to achieve.
● People don’t listen to one another.
● Disagreements are frequent and often relate to personalities and differences of opinion rather than a reasoned discussion of alternative points of view.
● Decisions are not made jointly by team members.
● There is evidence of open personal attacks or hidden personal animosities.
● People do not feel free to express their opinions.
● Individual team members opt out or are allowed to opt out, leaving the others to do the work.
Characteristics of effective teams
The characteristics of teams as described by Katzenbach and Smith are:
● Teams are the basic units of performance for most organizations. They meld together the skills, experiences and insights of several people.
● Teamwork applies to the whole organization as well as specific teams. It represents ‘a set of values that encourage behaviours such as listening and responding co-operatively to points of view expressed by others, giving others the benefit of the doubt, providing support to those who need it and recognising the interests and achievements of others’.
● Teams are created and energized by significant performance challenges.
● Teams outperform individuals acting alone or in large organizational groupings, especially when performance requires multiple skills, judgements and experiences.
● Teams are flexible and responsive to changing events and demands. They can adjust their approach to new information and challenges with greater speed, accuracy and effectiveness than can individuals caught in the web of larger organizational conventions.
● High-performance teams invest much time and effort exploring, shaping and agreeing on a purpose that belongs to them, both collectively and individually. They are characterized by a deep sense of commitment to their growth and success.
Dysfunctional teams
The specification set out above is somewhat idealistic. Teams do not always work like that. They can fail to function effectively in the following ways:
● The atmosphere can be strained and over-formalized.
● Either there is too much discussion that gets nowhere or discussion is inhibited by dominant members of the team.
● Team members do not really understand what they are there to do and the objectives or standards they are expected to achieve.
● People don’t listen to one another.
● Disagreements are frequent and often relate to personalities and differences of opinion rather than a reasoned discussion of alternative points of view.
● Decisions are not made jointly by team members.
● There is evidence of open personal attacks or hidden personal animosities.
● People do not feel free to express their opinions.
● Individual team members opt out or are allowed to opt out, leaving the others to do the work.
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