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How can team development techniques be used to advance the goals and objectives of a company's organizational development program. What are some of the problems and/or issues that a team may experience, especially when first formed? How do these issues and concerns impede team operations?
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1. How can team development techniques be used to advance the goals and objectives of a company's organizational development program? What are some of the problems and/or issues that a team may experience, especially when first formed? How do these issues and concerns impede team operations?
Building and developing teams requires an approach that focuses on collaboration between multiple personnel, dealing with singular or plural tasks. The key to success is to have balance between task-oriented roles and relationship-building roles displayed in the team, the leader/follower. (Matthews & McLees, 2015). Team leads should utilize techniques that foster interpersonal communication as well as encompass and embrace group diversity and the various background of team members; finding unique, creative, and efficient ways to solve business tasks/problems.
However, forming a team does NOT come without its challenges. We are all humans with different personalities and mindsets. What one member might find important; another member does not. So, it can be extremely tedious and frustrating when first brought together. The initial stage of group dynamics is the "Forming Stage" that transitions people from individuals to member status. It usually is amorphous and chaotic which has the potential to delay progress towards reaching the teams goals (AU 2016). Once the group is a little more comfortable with each other, they move into the most difficult stage which is the "storming stage". Disputes, stress and anxiety increases with minimal productivity. Team members might feel overwhelmed with the task at hand. It takes communication and consideration to others thoughts/feeling to effectively move onward and into a fulling functional team. To be honest, I have been a part of a few teams that never reached the "normal" stage and we never finished our assigned tasks....which was so incredibly frustrating! However, strong leadership is what any team requires to be successful.
Air University public website (AU). (2016). Air University: Thomas N. Barnes Center for Enlisted Education.
Matthews, R., & McLees, J. (2015). Building effective projects teams and teamwork. Journal of Information Technology and Economic Development, 6(2), 20-30.
2. The healthcare industry is very complex. It has strict regulations and quality standards to follow. In addition, the workforce today has cultural and generational diversity, which can cause controversy within the teams. Problems new teams face can range from not accepting new team members and stereotyping characteristics (Moore, Everly, & Bauer, 2016). Each generation has different perspectives on work/life balance and work ethics which can be misunderstood by their coworkers. Different ethnic backgrounds can also add another layer of issues due to varying values and beliefs. Organizations should embrace diversity and train leaders to foster a welcoming environment. In healthcare, there is a saying, "nurses eat their young." I've seen nurses form cliques and ostracize newcomers, making it hard to fit in. New nurses have to prove themselves before they are accepted as part of the team. I've also seen conflict derive from a perception of which roles are more important than others. It can be hierarchical in a sense.
Even in the most autonomous of jobs, we are all still part of a team that contributes (or detracts) to meeting organizational goals. Each nurse, for instance, may have their own daily responsibilities, but working together as a team will contribute to customer satisfaction. When differences are not understood, poor teamwork can result in conflict, low morale, higher turnover, and poor performance ultimately leading to poor organizational performance (Moore, Everly, & Bauer, 2016).
Generational and cultural differences can add much value to problem-solving when they realize they are on the same team. As we learned in our lessons this week, developing teams should be intentional and strategic. Setting up buddy systems to help form cohesive teams and build team relationships early on. Leaders should establish ground rules by providing clear expectations. Leaders can use the five-stage team building model, forming, storming, norming, performing and adjourning to build their teams. Leaders should also be trained in diagnosing employees' needs and finding a mutually agreeable resolution to achieve results. In my current organization, we have standards of excellence that are defined by customer feedback. These standards set guidelines for all employees to follow, regardless of cultural or generational differences. We also use strong business intelligence to measure performance. For example, we track and trend reasons for leaving.
There are several types of quality management systems, such as ISO, TQM, NAHQ. These systems can help standardize performance standards and offer individuals and teams consistent expectations that can remove some of the areas that may otherwise be misunderstood.
Victoria
Moore, J. M., Everly, M., & Bauer, R. (2016). Multigenerational Challenges: Team-Building for Positive Clinical Workforce Outcomes. Online Journal of Issues in Nursing, 21(2), 1.
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