Team Dynamics

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Team Dynamics

Richard D. Parker Jr.

Gen-00 Skills for Professional Development

Mr. Ed Virden

September 8, 00

Team Dynamics 1

The purpose of this paper is to define and describe the inner workings of a team

which is referred to as Team Dynamics. Examples of how groups interact are contained

herein. Teams are put together to perform specific task. They know why they are there,

what they have to do and what the expected outcome of their efforts will be. In order to

discuss Team Dynamics we must define what is a team, its characteristics and types.

What Is A Team?

Not everyone who works together or in a close proximity belongs to a team. A team

is a group of people who are independent with respect to information, resources, and

skills and who combine their efforts to achieve a common goal.

Characteristic of Teams

• Teams exist to achieve shared goals. Simply put, teams have work to do. Teams

produce outcomes for which members have collective responsibilities and reap

some form of collective reward.

• Teams members are independent regarding their assigned task. Team members

are interdependent in regards to common goals. Interdependence is a hallmark

of teamwork. That means that team members cannot achieve their goals single-

handedly, but instead, must rely on each other to meet shared objectives.

• Teams are bounded and stable over time. . Bounded ness means that the teams

have an identifiable membership, as well as non-membership.

Team Dynamics

• Team members have the authority to manage their own work and internal

processes.

• Teams operate in a social context. They are not an island unto themselves,

they often alongside other teams.

Types of teams

There are three general kinds of teams that organizations use to achieve their

Goals

• Teams that form naturally form work units, doing the day-to-day work of the

organization.

• Task teams address a specific problem or opportunity.

• Management teams are drawn from people who direct operational or

organizational units.

Team Dynamics 4

Team Dynamics

For every group of people that to come together for a common purpose, there are things that influence the group as a whole. What we are about to discuss is group

behavior or Team Dynamics. We found that The Abilene Paradox on page 181 of the book, Tools For Teams is a good example of how people can get caught up in certain behaviors because they are in a common circumstance. The following story will give a graphic example.

The July afternoon in Coleman, Texas (population 5,607) was particularly hot---104 degrees As measured by the Walgreen's Rexall Ex-Lax temperature gauge. In addition, the wind was blowing fine-grained West Texas topsoil through the house. But the afternoon was still tolerable even potentially enjoyable. There was a fan going on the back porch; there was cold lemonade; and finally, there was entertainment. Dominoes. Perfect for the conditions. The game required little more physical exertion than an occasional mumbled comment, "Shuffle 'em" and an unhurried movement of the arm to place the spots in the appropriate perspective on the table. All in all, it had the markings of an agreeable Sunday afternoon in Coleman---that is, it was until my father-in-law suddenly said, "Let's get in the car and go to Abilene and have dinner at the cafeteria.

Team Dynamics 5

I thought, "What, go to Abilene? Fifty-three miles? In this dust storm and

at? And in an unairconditioned 158 Buick? But my wife chimed in with "Sounds like a great idea. I'd like to go. How about you, Jerry? Since my own preferences were obviously out of step with the rest I replied, "Sounds good to me," and added, " I just hope your mother wants to go." "Of course I want to go," said my mother-in-law. "I haven't been to Abilene in a long time.' So into the car and off to Abilene we went. My predictions were fulfilled. The heat was brutal. We were coated with a fine layer of dust that was cemented with perspiration by the time we arrived. The food at the cafeteria provided first-rate testimonial material for antacid commercial. Some four hours and 106 miles later we returned to Coleman, hot and exhausted. We sat in front of the fan for a long time in silence. Then, both to be sociable and to break the silence, I said," It was a great trip, wasn't it?" No one spoke. Finally my mother-in-law said, with some irritation, "Well, to tell the truth, I really didn't enjoy it much and would rather have stayed here. I just went along because the three of you were so enthusiastic about going. I wouldn't have gone if you all hadn't pressured me into it." I couldn't believe it. "What do you mean 'you all'?" I said. " Don't put me in the 'you all' group. I was delighted to be doing what we were doing. I didn't want to go. I only went to satisfy the rest of you. You're the culprits." My wife looked shocked. "Don't call me a culprit. You and Daddy and Mama were the ones who wanted to go. I just went along to be sociable and to keep you happy. I would have had to be crazy to want to go out in heat like that." Her father entered the conversation abruptly. "Hell!" he said. and proceeded to expand on what was

Team Dynamics 6

already absolutely clear. "Listen, I never wanted to go to Abilene. I just thought you might be bored. You visit so seldom I wanted to be sure you enjoyed it.

I would have preferred to play another game of dominoes and eat the left-overs in the icebox." After the outburst of recrimination we all sat back in silence. Here we were,

four reasonably sensible people who, of our own volition, had just taken a 106-mile trip across a go-forsaken desert in a furnace-like temperature through a cloud-like dust storm

to eat unpalatable food at a hole-in-the-wall cafeteria in Abilene, when none of us had really wanted to go. In fact, to be more accurate, we'd done just the opposite of what we wanted to do. The whole situation simply didn't make sense

(Harvey, 174).

This story was retold in the hopes that the reader will relate to what people will do just to get along. Just getting along should not be the final arbiter of what a group is all about. Groups or teams are formed out of mutual interest. There must be honest and practical feedback from the team or group members to be effective. Weather or not they are family groups or work groups, thoughtful input is essential to the dynamic of the group In different societies that have values different from people of the United States of America; some of them work for the success of the collective. We as human beings must lay aside our personal ambitions to elevate the masses. It is not prudent to suggest change for the sake of change, but suggest change when it will improve or enlighten the group.

Team Dynamics 7

In the nineteen thirties a tyrant by the name of Adolph Hitler lead a whole nation down the path of destruction without significant resistance. He and his henchmen orchestrated the murder of millions of innocent people. Good hard working and law-abiding people stood by while this mad man and his cohorts set out to fulfill their agenda.

Hitler successfully propagandized and terrorized a whole people to work his will. If you are wondering how this directly relates to our subject, consider this In any group of

people there are variations of personality. Some are passive and others are aggressive. Those that actively seek to guide the group more often exert the most influence. Depending on what the motivation is and level of commitment to the common good, aggressive personalities can be an asset. On the other hand passive personalities can deprive the group of valuable input.

Before we go any further, an explanation of what team dynamics is will be required. Team dynamics are the invisible and natural forces that have a strong effect on the way a team operates. The effects of team dynamics are as complex as the human personality. Human relations are the biggest influence on team dynamics because it can dictate the way information is distributed among a group. For example, a group of four people, two of whom are close friends and the others are strangers to each other and the group as a whole. The two friends will readily pass information between each other, while on the other hand the strangers would be less likely to communicate freely with each other. This particular group has the potential to divide itself into two subgroups.

Team Dynamics 8

This situation could possibly alienate the members that have not developed a relationship with the group as a whole. This potential problem could cause friction in the group if information and fair distribution task are not provided.

To further clarify the inner workings of team dynamics we must explore some critical points

Safety

Team members must be free from harassment and personal attacks. There must be

mutual respect among members. This promotes and encourages freedom to express

opinions

Inclusion

Each team member must feel that he or she is a part of the group and their input is

Valued. With out this, a member will be alienated from the group.

Free Interaction

The team members must be free to interact with each other. If this does not

happen the team will not be as effective as it could.

Team Dynamics

Appropriate Level of Independence

Autonomy is valued in our society. The freedom to go about performing assigned

task in away which suites the individual, brings out the creativity and uniqueness of

the group member, which can enhance the overall success of the group.

In conclusion Team Dynamics are not a readily identifiable aspect of how people work together. Much care should be taken to insure that each member has significant participation. Mutual respect and consideration are important keys to its success. Well-defined goals reduce confusion and open lines of communication head off misunderstanding. In today's work place teams have replaced the need for mid-level management. Therefore employees have more responsibility and a greater sense of autonomy. The introduction of the team concept has allowed for greater diversity and the creation of fresh ideas. REFERENCES

NYS Governor's Office of Employee Relations. (n.d.). Fundamental Team

and Meeting Skills. Retrieved September 00, from

http//www.goer.ny.us/Train/onlinelearnig/FTMS/100s1.html

California State University (june1, 00). Tips for Soccer Moms and Dads. Retrieved

September , 00, from

http//www.calstate.edu/faculty/dfrank/soccer/tmdynamx.htm

Brunel University (n.d.). Exploring Design and Innovation. Retrieved September , 00,

From http//brunel.ac.uk/reseasrch/exploring/etp/teamdynamics.html

VerbaCom Executive Development (n.d.). An international training company

Specializing in public speaking, executive professional development, presentation

Techniques, and international business etiquette. Retrieved September , 00 from

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