At the heart of the book are five
‘dynamics’ of team work and collaboration which are
explained in five separate chapters. These five ‘dynamics’
are based on the authors’ research and conclusions that emerge
from the analysis of the quantitative data and the responses of
the 6,000 team members. These may be explained as fundamentals
which need to be clearly understood and efficiently managed to
ensure that team work and collaboration succeed. Yet, like all
fundamentals, they are easy to understand but difficult to
implement.
The five chapters
of the book are the outcome of answers to five questions
relating to the functioning of teams.
The first question
is: What makes a good team member? It is the attributes of
individual team members which help teams succeed. The answer to
this question has been found by seeking an assessment of team
members by others in the teams. The first chapter, devoted to
the answer to this question, explores each ‘teamwork factor’.
All team members
look for core competency in their colleagues. Work knowledge has
two aspects — experience and the problem-solving ability. To
perform a task a person needs to have the knowledge to do that
job as well as the skill to perform it. The theoretical
knowledge which forms the scientific base, suitably meshed with
practical skill, provides the experience. But experience alone
cannot solve the problems that come in the way of a team
reaching its goal.
The second
question which is answered in the second chapter is: What makes
a productive team relationship? In order to answer this question
the authors have asked the team members to assess their team
mates. They have identified characteristics of good and bad
relationships. Good relations are constructive for both the
parties involved, are productive and are characterised by mutual
understanding. When team members were asked, "What
behaviours are most important in a team relationship?" most
of them said openness and supportiveness.
The third factor
is the team problem-solving ability. The result of random
sampling of 1,400 team members made the authors conclude that
there are three key factors which differentiate between
effective and ineffective teams: The degree of focus of team
members on their effort, the quality of the organisational
climate in which they operate and the extent to which they have
good or bad communication skills. Staying focused on goals is of
vital importance to the team effort at problem solving, a ‘positive
climate’ promotes team effort, while a ‘negative’ one is
dysfunctional and effective communication is directly related to
effectiveness of teams.
It has always been
known that leaders make a major difference in the performance of
teams. The fourth chapter answers the key question: "What
are the areas of team leadership competence?"
Effective
leadership has been found by the authors to be a function of six
qualities: Ability to focus on the goals, to create a
collaborative climate, to build confidence, to demonstrate
adequate technical know-how, to set priorities and to manage
performance. As far as leadership is concerned, technical
competence and collaborative inputs have an inverse
relationship, i.e. the more the leaders can rely on technical
competence, the less they have to rely on broad-based
collaborative inputs.
Internal
environmental factors of the organisation play a vital role in
determining the effectiveness of teams. The authors bring out
these organisational dimensions: The management practices
followed by the organisation; organisation structure which
supports quick decision-making and
systems/rules-regulations/procedures which drive the teams
towards results. Organisations have their own unique culture and
climate which either helps or impedes the achievement of
organisational goals.
Though the authors
have analysed team members, team relationship, team problem
solving, team leadership and organisational environment in the
context of the USA, yet it must be remembered that the basic
features of teams remain the same worldwide. Human nature and
behaviour essentially remains the same in spite of differences
in the social, economic and technological environment in which
different people operate.
To that extent our
organisations can learn from the experience of the authors.
However, it must be kept in mind that the inferences drawn from
all studies like the studies carried out by authors, however
detailed and objective these are, must be related to the actual
operating environment. No management study can provide any cut
and dried formulae for achieving organisational goals. The
studies are only descriptive in nature and not prescriptive in
any way.
|