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Team Building & Dysfunctions
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Aspiring leaders have studied the number of years in which understanding organizational management and its complexities have been the topic of many board meetings. According to the “Looking forwards: discursive directions in organizational change” article, obtaining mainstream management textbooks which address company change and challenges has continued to be a challenge. While many companies may face restructuring challenges along with internal operational threats of today; effective leadership has the ability to shift the worries and accomplish outlined goals.

Businesses are operating in a time of increased competition; shifting customer needs e.g. demands, and productivity and profit rate. The one sure way to minimize organizational stress is through effectiveness and efficiency. As noted throughout the text and organizational change management articles, agency change is unavoidable in a rapidly changing world.

Therefore, it is imperative that leaders are competent in identifying any existing problems. When high functioning leaders talk about change, there’s an immediate anxiety attach within staff members. We can rest assure, there’s destined to be friction, resistance, and plenty of dysfunction when organization are restructuring e.g. revising existing ideas.

But understanding that we “live in a changing world” is the reason organizations work around the clock to improve their service delivery e.g. market their product to meet the demands of its population. Because of the emergence in understanding change as it relates to internal operational hazards, companies benefit from utilizing formed teams. The three dysfunctional elements with the greatest potential to disrupt a team ability to meet its goal (s) are: confusion about assignments, lack of interests or involvement of team members, ineffective meetings, and team member conflict e.g. hostility.

As a member of the continuous readiness team, I am often confused about the purpose, goals and objectives. Primarily we have no systematic approach, and everyone is doing everything. For instance, we had a meeting this week to discuss the review of our presented corrective action plan from Joint Commission.

During our meeting the quality assurance team member shared the report with all members; yet he provided no suggestions of how to make the corrections. Although he advised the team on what was problematic along with JACHO instructions of corrections, every member isn’t skilled in every area. Therefore, the best approach would be to break the team up in project teams and assign tasks accordingly.

Upon completing the team building checklist it became clear that our team would benefit from outside team consultants. Typically, meetings are structured and conducted with a purpose this doesn’t appear to be the case within my particular team (CRT). Several months later we are still discussing items on previous agenda’s; this reflects lack of progress within the team achieving our goals.

If we are not removing items e.g. old business from the agenda we are stagnant in our mission. Lack of interests or involvement of team members, although not something I’ve noticed within the (CRT), in fact the general consensus is every member has a desire to achieve target outcome. However, ego’s and titles appear to be barriers.

The building of any team is not an action or goal easily achieved, but it is a viable approach and solution to correcting organizational functioning defects. Previous leaders suggest viewing the role of team leader as that of a teacher. Team building and participation is a vital asset, even online academic programs are using research to promote its effectiveness.

Building a team is an approach geared to addressing, e.g. provoke a specific behavior while relying on appropriate behavior to start positive motion. The overall goal and objective is to monitor the implementation of action plan and evaluate its effectiveness for potential threats e.g. weaknesses. Team building is a series of activities which each member participates in achieving e.g. developing for the betterment of the overall goal.

Some view management team dysfunction from a psychoanalytic perspective. The ideology of this approach is to view team dysfunction as a diagnosis of cognitive processing. As noted, consultants utilize conceptual models when facilitating diagnostic data within an organization.

Understanding how diverse and troubling the mind of any individual is can help understand the conflict within organizational teams. Individual behavior is displayed in the actions of members, regardless of appropriateness or inappropriateness, we are what we think and believe. Psychoanalytic diagnosis of team dysfunction focuses primarily on the motivation of the disruptive behavior.

For instance, one team member of the (continuous readiness team) always asserts his authority. Perhaps he believes that if he doesn’t take control then the group will not progress. Bottom line, no matter what’s going on with individual members the team is expected to go on by working through conflict and presenting obstacles.

Therefore, team members and leaders must be able to work through issues as not to lose focus of objective. High functioning self-managed teams can prevent and minimize team dysfunction. Gratitude along with sensitivity can go a long way, leaders should ensure compassion for the needs and ideas of all members not just their own.

Never devalue the feelings of any member, even if you believe they’re being confrontational. Using an external consultant e.g. mediator brings a non-bias view to the team; especially for those challenging conflicts.Build and compliment the strengths of each team member, display trust, create an open communication atmosphere.

Team leaders with multicultural training and experience do well in accepting diverse perspectives, being flexible and receptive to feedback and change is helpful, clearly explain the goals and objectives of the team and set deadlines “critical path”, reassign job e.g. role functions. Teams are usually comprised of multi-talented members with a vast of skills, maximize on these by moving roles and duties to various members.

Remember people do get bored with routine, not to mention it keeps them excited with a high energy level. Create an empowering and encouraging team atmosphere; make certain each member understands his/her role, including the leader. But most importantly create and promote a positive, constructive environment that welcomes problem solving dialogue and skills.

While high performing teams can be exciting with the never ending adrenaline rush, we must remember that it’s a challenging endeavor. This type of team is perhaps most challenging due to the high expectations, but the outcomes of an effective team speaks volumes to stakeholders, managers, customers, and their colleague’s. It’s important not to become complacent in this type of team, remain focused and aware of potential pitfalls.

But efficiency prepares the team to respond with applicable solutions, as high functioning performance teams prepare ahead.


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