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Clarity of Roles and Responsibility
In high-performing teams, each team member has a clear grasp of his or her roles and responsibilities in achieving the shared purpose. Responses to the following diagnostic statements can help assess clarity of roles and responsibilities (Scholtes, P. (1988). The team handbook. Madison, WI: Joiner Associates). LingoYes team has this trait as their strongest motivator. They are able to work effectively under designated goals and responsibilities.
Interpersonal Relationships
Interpersonal relationships explain how members interact with each other and how they tolerate diverse perspective and conflicts in complicated situations. LingoYes team members are from various culture background and very well educated. They hold the shared understanding on multiculturalism and high standard work ethics. Those traits have helped to build the fundamental respects and foundation of mutual trust of each member. And there is a high level of trust across the whole team. Therefore, interpersonal relationship is one of the strong drivers to effective team performance.
Unlike the other examples from academic or practitioner literature, the drivers to effective team performance in this team do not involve team process and brand. When it comes to problem solving process, this team does not have a set routine or manual to follow. This team is new and young. It is forming its own unique way to solve ambiguous problems. And this team will eventually have a routine manual of its own. Other big firms have a brand advantage as a driver to effective team performance, whereas LingoYes is still at infant stage.
Barriers
When it comes to barriers, the team also shows different barriers from other regular teams. Most teams are troubled with poor performance of some team members or poor management on interest conflicts. The reasons behind those barriers are team members’ perception and extreme personality and low educational level, which eventually caused recognition variations. Groups and teams are an essential feature in the life of work organisations. Individuals on teams interact extensively with each other and with other teams in the organisation. Teambased management is used to improve communication, co-ordination and co-operation within the organisation.16 For example, as Green maintains:
The generally perceived advantages of working in teams are the release of creativity and energy, much more interaction between people satisfying the need to belong . . . teamworking can improve efficiency by people planning activities together with cooperation and communication. Team members together should be able to identify many ways to improve work organisation; how information, ideas and outputs flow and how team-working can reduce costs and improve productivity.
It is not that I don’t think teams work. They clearly do and it would be difficult to run an organisation of any size if you couldn’t create and manage a team . . . The truth is that teams are not always the right answer to a problem. Often a well-briefed and well-managed group of individuals will do a task fine . . . A further point is that some very skilled individuals are not good team players.22 However, the general feeling appears to be that the collective power of a group outshines individual performance.23 ‘Even though individuals working on their own are capable of phenomenal ingenuity, working together as a team can produce astounding results and a better decision.’24 Guirdham believes that ‘Compared with individuals, groups can make objectively better decisions to which people feel more commitment, while teams can perform functions and carry out projects better and more efficiently. This can only happen, however, if the people have the special skills and abilities needed.’25 One might expect, therefore, a higher standard of decision-making to result from group discussion. However, on the one hand, there is the danger of compromise and decisions being made in line with the ‘highest common view’ and, on the other hand, there is the phenomenon of the so-called risky-shift.
Slow Procedure
This team does not have those barriers mentioned above due to the nature of team members. But still there is one obvious issue that arises every time when they are making important decisions. Culture barrier contribute a lot to this issue. It does not mean multiculturalism is the barrier, and it is just saying the process of making a decision sometimes becomes much complicated and time-consuming. Members like to vote and list all the pros and cons when it comes to an issue that needs to be solved. Too much democracy sometimes will drag down the pace of process. Sometimes as a startup in China, the company has been autocratic in order to achieve the fast process speed (Peer responses to a team’s weakest link).
Reference
LingoYes Monthly Journal, Episode 1
Four Models of Team Performance
Jamie Harris, The STAR Team Model for High-Performance Teams
A. Neumann, P. Badke-Schaub, K. Lauche
,A Framework for Measuring Team Mental Models in Design.
Kevin Forsberg, Visualizing Project Management: Models and Frameworks for Mastering Complex Systems 3rd Edition.
Jacqueline Peters, High Performance Team Coaching: A Comprehensive System for Leaders and Coaches.
Jackson, C. L., &LePine, J. A. (2003). Peer responses to a team’s weakest link: A test and extension of LePine and Van Dyne’s model. Journal of Applied Psychology, 88, 459–475.
Management and Organization Behavior
Learning Review Summary Appendix
"Team" is a very important chapter for all people managers.
The common goals, efficient collaboration, and role differentiation enable teams and groups to distinguish themselves from each other. Especially in the construction of the virtual team, management team because now I have a half of team are base in the western China, the geographical and regional cultural differences make the concept of virtual teams is really challenge for me.
In chapter “Working in teams and groups”, we learned many new knowledge, such as team goal setting, how to create efficient team, I already have some new ideas in my virtual team management:
(1) adjust member role positioning. Virtual team members generally are mainly knowledgeable employees, and the remote management makes the supervision and control of the organization weakened. In a virtual team, members need to be repositioned and transferred from the role of "worker" to "member". The object of membership should not be a "place", but a virtual "community" composed of all team members.
(2) define the strategic objectives of the team. In the virtual team, the strategic goal is the replacement of the leadership relationship, and the clear goal is the basis of the team work. Get feedback from employees in time to deepen understanding of goals, tasks, and roles within the team. In addition, during the operation of the team, I should try to master the working conditions of each member and correct the deviation in the work.
(3) build trust relationship. It can be said that the establishment and maintenance of trust is the core problem of virtual team management. Mutual trust is the basis of virtual team operation. A team's trust in its members is a confidence in the ability of its members, as well as confidence in their loyalty to the team's goals. Establish trust in the team, the first means to admit that "individual", which fully acknowledge, accept and respect member individual knowledge, skills, attitudes, behaviour, culture, religion, etc., at the same time to have a strong sense of property right protection. Secondly, to reconstruct the organization, establish the independent working unit of the task, so that they can give full play to the advantages of knowledge structure and carry out creative activities in their respective fields. The enclosed unit of work, of course, if not timely keep up with the change of market, customer and technology, will cause great loss to the whole, as a result, members must always keep up with the pace of change, forming a continuous learning culture.
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