Working in as a team
What is a team?
A group of people with a full set of complementary skills required to complete a task, job, or project.Team members co-operate each other in all aspects to meet the goal and share in various management functions, such as planning, organizing, setting performance goals, assessing the team’s performance, developing their own strategies to manage change, and securing their own resources.Team members are deeply committed to each other’s personal growth and success and it is this commitment that usually transcends the team.The Indian armed forces follow the hierarchy system where an officer has a control over his lower ranks. If an officer of a higher rank assigns a task to his immediate lower rank, it will pass on till the last lower ranks. And until the work is done, everyone is working. This is called the team work.
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead.As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.In this stage of team building, the forming of the team takes place. In this phase the members of the team get to know one another, exchange some personal information, and make new friends.
The team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail.Storming often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated.At this stage decisions don’t come easily within the group. Team members vie for position to establish themselves in relation to other team members. Clarity of purpose increases but uncertainties persist. Team members who stick with the task at hand may experience stress, particularly as they don't have the support of established processes, or strong relationships with their colleagues.
The team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader.Now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it.In this stage goals are set and plans are made. All team members take the responsibility and aim at reaching the goal successfully. Agreement and consensus are built. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement and smaller decisions are delegated to individuals or small teams within the group.There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behaviour from the storming stage.
The team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well.As leader, you can delegate much of your work, and you can concentrate on developing team members.Teams functions as a unit as they find ways to get the job done smoothly and effectively without unnecessary confrontation or the need for external supervision. The team is more strategically aware. The team is focused and makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy.It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.Team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain.