¶ … positive experiences working in teams, and when those experiences were positive and the performance of the team was high or surpassed expectations, it was always because of a few simple rules that are outlined by Musselwhite (2007) and Conant (2012). For example, Musselwhite (2007) points out the importance of seeing the big picture at all times, and not getting bogged down in silly details. The big picture is something that is important to remember for the product or service we are working on as a team, but also in terms of clarifying our role as individuals. The role of the team itself depends on seeing the big picture -- why the company actually needs us to work on a specific task. "Understanding the big picture promotes collaboration, increases commitment and improves quality," (Musselwhite, 2007) The principles illustrated by Conant (2012) and Musselwhite (2007) include the need for seeing the big picture, collaboration, and communication. Diversity of skills is also one of the most critical components in the success of a team. Not only does diversity in skill set promote an overall improved quality of product and service, but the members of a team tend to prefer working in a diverse team environment because it allows their own strengths and talents to shine, all at the same time learning from other people. Instead of petty bickering and unhealthy competition, each member of a diverse team contributes his or her potential...
The "four Cs" of highly effective team members include "competence, character, courage, and collaboration," all of which emerge in a team that is sufficiently challenged and sufficiently diverse (Conant, 2012).
Other elements that could lead to conflict include asynchronicity, the perceptions of what is appropriate for public and for private online spaces, and the limitations of reading and writing. These elements can lead to misunderstanding and to often needless conflict. To avoid potential conflict arising from such misunderstandings, the authors suggest making "I" statements, which would allow the persons involved to understand the feelings behind the statements. Assumptions, as mentioned
consultant project linked to personnel training. It will address project impacts on corporate performance, asset and fund allocation for the project, ethical and transformational leadership, and leader response to suggestions by team members. My aim for the proposed project would be: guiding team members in their role choices. I would focus on capitalizing on people's strengths and on the roles they're interested in playing (Writer Thoughts). In doing so, I
Group Counseling Reflection Session The group facilitator understood the significance of setting the rules of engagement that facilitate team interaction. The group facilitator encountered an incident where the team players did not like his action of interrupting a domineering member. For me, I could have asked the team members about the ground rules of group conversation. In this case, how could we split the period to allow equal participation for each? With
Group Contract Memo COLLABORATION Emily Eldridge's View on Collaboration In her presentation, "Why Collaboration is an Individual Effort," Emily Eldridge is of the view that though individuals may not be naturally inclined to want to collaborate with others, they must make an individual concerted effort to learn to collaborate as collaboration is a powerful tool in our professional and academic careers. Emily uses her own experiences to explain how her views about collaboration
Team Leadership Virtual Communication and Team Leadership In "So far, so good: Even physical distance can't stop your employees from going above and beyond" author Robert McGarvey considers the growing popularity of virtual teams and considers the factors necessary to making a virtual team successful. The article provides useful information on the potential benefits of virtual teams that could assist community groups or organizations in considering how they operate. The article also
Virtual Team Coordination Communication is more difficult for a virtual team because relationships are more geographical distributed, more asynchronous, temporary, more multicultural, and more likely to extend outside the organization (Kokko, Mar 2007). Collocated teams are demographically located, members have usually worked together for a period of time and already know each other, which help to build relationships, and meetings are face-to-face interaction. Virtual teams may not have face-to-face interactions, which
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