I believe that in addition to individual skills and traits of team members, organizational politics, culture as well as evaluation processes define team work.
Things fall apart while working in teams when leaders and seniors focus more on competing for recognition, lack adequate knowledge to work and lead in the given setting for long periods of time, lack trust and judgment about themselves and their teams. Junior members struggle with incompetent seniors and with peer evaluation when peers play to the tunes of organizational politics.
Organizations reflect people's culture and processes they follow to achieve results and keep track of progress. I use culture as a broad term to hint at the personality, behavior and etiquette followed by professionals including behind closed doors.
Most successes and failures of teams can be attributed to qualitative skills such as collaboration, trust and judgement among the members and their organization. These qualities are intangible assets for an organization and are hard to measure. Knowledge and experience of members of teams also fall in a similar category. These aspects are the most difficult to recognize, measure and understand at various stages of work by the IS professional teams.
A project leader/ manager who can relate to these aspects will be able to lead and join his/ her teams in enabling a smooth journey towards effectiveness, progress and achievement. This requires a willingness to learn new approaches to team work, practice proven techniques and tools in order to reduce the pains and perils of working in teams.
Several materials and tools can help build and retain effective and performing teams. All it requires is the urge to learn, improve and put oneself to work for work's sake and to give his/ her best to the teams.
Some references along these lines are given below.
References:
1. Title: How far is too far? Lessons for business from ultra-high-performing military teams
Author(s):James D. Eggensperger
Journal:Team Performance Management, Year:2004, Volume 10; Issue:3/4, Page:53-59
2. Title: Global virtual teams: what impacts their design and performance?
Author(s):Krishna Prasad, K.B. Akhilesh
Journal:Team Performance Management, Year:2002, Issue:5/6, Page:102-112
3. When Teams Work Best
6,000 Team Members and Leaders Tell What It Takes to Succeed
By: LaFasto, Frank; Larson, Carl. Business Book Review Library, 2002, Vol. 19 Issue 9, p1-8, 8p.
4. Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy—and Others Don't.
By: Gratton, Lynda. Business Book Review Library, 2007, Vol. 24 Issue 26, p1-13, 12p;
5. The Power of Minds at Work.
By: Albrecht, Karl. Business Book Review Library, 2002, Vol. 19 Issue 33, p1-9, 9p;
Things fall apart while working in teams when leaders and seniors focus more on competing for recognition, lack adequate knowledge to work and lead in the given setting for long periods of time, lack trust and judgment about themselves and their teams. Junior members struggle with incompetent seniors and with peer evaluation when peers play to the tunes of organizational politics.
Organizations reflect people's culture and processes they follow to achieve results and keep track of progress. I use culture as a broad term to hint at the personality, behavior and etiquette followed by professionals including behind closed doors.
Most successes and failures of teams can be attributed to qualitative skills such as collaboration, trust and judgement among the members and their organization. These qualities are intangible assets for an organization and are hard to measure. Knowledge and experience of members of teams also fall in a similar category. These aspects are the most difficult to recognize, measure and understand at various stages of work by the IS professional teams.
A project leader/ manager who can relate to these aspects will be able to lead and join his/ her teams in enabling a smooth journey towards effectiveness, progress and achievement. This requires a willingness to learn new approaches to team work, practice proven techniques and tools in order to reduce the pains and perils of working in teams.
Several materials and tools can help build and retain effective and performing teams. All it requires is the urge to learn, improve and put oneself to work for work's sake and to give his/ her best to the teams.
Some references along these lines are given below.
References:
1. Title: How far is too far? Lessons for business from ultra-high-performing military teams
Author(s):James D. Eggensperger
Journal:Team Performance Management, Year:2004, Volume 10; Issue:3/4, Page:53-59
2. Title: Global virtual teams: what impacts their design and performance?
Author(s):Krishna Prasad, K.B. Akhilesh
Journal:Team Performance Management, Year:2002, Issue:5/6, Page:102-112
3. When Teams Work Best
6,000 Team Members and Leaders Tell What It Takes to Succeed
By: LaFasto, Frank; Larson, Carl. Business Book Review Library, 2002, Vol. 19 Issue 9, p1-8, 8p.
4. Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy—and Others Don't.
By: Gratton, Lynda. Business Book Review Library, 2007, Vol. 24 Issue 26, p1-13, 12p;
5. The Power of Minds at Work.
By: Albrecht, Karl. Business Book Review Library, 2002, Vol. 19 Issue 33, p1-9, 9p;
