Because of the diversity in personalities, biases, and strengths, teams can be complex and complicated structures. To form a cohesive team, people must learn how to work together. Participants will need to work together, overcome their differences, build on each other’s strengths, and balance individual job demands with collective commitments.
Leaders need to address the needs of their team, which can arise from pressures such as personal differences, biases and strengths, weaknesses, and the demands of individual jobs. These issues must be addressed as well as the task of improving organizational performance. Leaders and members of the team often underestimate the importance of developing themselves as a cohesive group.
Teamwork that runs smoothly allows them to focus on their primary goals. Teams that do not build relationships within their organization are more likely to focus on their primary goals and waste time dealing with internal control issues.
Leaders need to be able to anticipate what their teams will face as they progress. This helps them to deal with any problems and difficulties that may arise. Leaders can recognize and deal with many issues while avoiding those that are not avoidable.
It is the task of solving a problem or improving a process that requires the most team effort. These include holding meetings, gathering data, analyzing it, planning improvements, making adjustments, and writing reports. The complexity of group dynamics can make it difficult for individuals to work together when they are part of teams.
Hidden problems, concerns, and agendas can cause group dynamics issues. These undercurrents can distract the team’s ability to accomplish its assigned tasks. These undercurrents are manifested in a variety of conflicting emotions, including the excitement and anxiety associated with being part of the team, the loyalty of individuals to their respective departments or divisions, and nervous anticipation about the team’s future success. These conflicts, if left unaddressed, can hinder the effectiveness of the group.
Leaders should involve their team in activities that aren’t directly related to the task at hand but that foster understanding and support. Leaders can only resolve internal conflicts and undercurrents in this way. These are some of the most common problems leaders face in these areas:
Personal Identity within the Team
It is natural to wonder how people will fit in a team. Individuals often feel anxious, anticipatory, and unsure about their role in the team when they first meet. Individuals who have previously worked together on different projects will feel less anxious.
These feelings are closely related to the rest of this lesson.
Membership inclusion has basic psychological requirements. People have a natural desire to belong to a group. They are motivated by the feeling of belonging to something bigger than themselves.
Leaders should be concerned about the inclusion of members. Individuals who feel disengaged from the team’s vision or purpose can cause conflict and create tension until the problem is solved.
Leaders can increase membership inclusion by using team-building activities or assignments that will quickly unify the group and instill a desire to work together towards common goals.
Influence, Control, and Mutual Trust
The fear and anxiety of new members of your team stem primarily from the lack of trust, control, and influence. These issues won’t be solved in new groups until individuals establish themselves as leaders and influencers.
Mutual trust cannot be achieved until people work together and get to know each other. External crises, deadlines, and team pressures can increase the team’s dependence on one another, foster trust, and strengthen team cohesiveness.
Loyalty is built on mutual trust, respect, and unity. These factors can be used by leaders to establish and enforce guidelines and boundaries that provide a solid foundation for their team. Leaders will find those specific individuals are more likely to intimidate and dominate their team members without these guidelines. These domineering tendencies can destroy trust and loyalty and severely limit the ability of the team to function effectively.
Team members’ relationships
There are always exceptions, but most people want their team’s success and will work together to achieve that goal. People are concerned about the tone of the team’s communication, such as whether it is friendly, lighthearted, or profound. Members want to know if they are able to share their opinions and if the team can work together to solve problems. These are the specific issues that the leader of the team should address. These are the group dynamics that result from the influence and control of the leaders and the team’s guidelines. They should be addressed.
They will often identify with their divisions and departments. They are anxious about any conflicts that might arise within the team. Leaders will notice a decrease in effectiveness when there is a conflict between departmental loyalty and group loyalty.
Leaders must identify and support influential people who will champion the team’s projects, as teams need to build relationships with their organization. This is an essential element of building organizational support. Leaders will see the value in this. Because of the payoff, team members will feel more motivated if their contribution is visible.