[acb-hsp] Why Teams Fail

[J.Rayl]

WHY TEAMS FAIL

Jessie L. Rayl

E7033, Argosy University




 

Why Teams Fail

Description

            I have been in attendance as a participant of a variety of team meetings, both as a part of professional team meetings in various settings (e.g. mental health and/or advocacy) and in nonprofit organizations.    

            These teams typically are for the purpose of change: someone, generally management (in the professional organization) and the officers (in nonprofit organization) determines that change needs to occur.  Teams or committees are then formed, generally consisting of three to eight people.  The team generally has a leader.

            Sometimes, the leader is appointed by the management / President of the organization, sometimes the team leader is elected by the team.  And then the process begins of teamwork.  Generally, however, they fail for the same or similar reasons.

Teamwork

            An effective team has a leader who is able to communicate with the team.  The team is able to identify the purpose or intent for the team, then develop specific goals and objectives for the team (Hall and Hord, 2011).  

There are many different strategies that a leader might employ for the development of the goals and objectives and the strategies the leader utilizes will be dependent on the leader's particular style, however without specific goals and objectives, the team cannot proceed smoothly through the process of teamwork.

Senge describes five disciplines which are essential in successful team work.  They include:

1.

Team Learning:  This is the ability for a group of people to withhold their assumptions and have open dialogue.  This means being receptive to each other's ideas as well, going beyond their own personal defensiveness and being willing and able to present their ideas openly.  

2.

Building a shared vision:  The group must truly share the vision for the future.  If they do, they will be excited about what they are creating together.  Their shared excitement will motivate them to create together.

3.

Mental Models:  The team members should be able to identify previously hidden "mental models" or assumptions bring them out in the open and work with them.  These may include negative assumptions or beliefs about the organization or reasons for why things have not worked, or fears of the impending change.  They should be able to go beyond their beliefs.

4.

Personal Mastery:  On an individual basis, each member of the team must work on developing his or her own vision, abilities and focus.  "They should possess an inner drive to give every project their best" (Senge; E7033 online lecture).

5.

Systems Thinking:  The ability and practice of consistently examining the entire system, rather than just trying to resolve isolated problems.  Team members look at the whole picture: how will this impact everyone involved? how will this affect things down the road? Versus how does it affect me? How does it affect me now?

Mistakes

When no goals and/or objectives have been set, teams fail.  When there is little or no, or poor, communication, team fail.  When there is group polarization or negative groupthink, teams fail.  When leadership is incompetent, powerless or power-driven, teams fail.  When there is no vision, teams fail.




 

REFERENCES

Argosy University, E7033 Online Lecture, Senge, P. M. "The Fifth Discipline", www.mycampus.argosy.edu

Hall, G. E., Hord, S. M., (2011), "Implementing Change: Patterns, Principles and Potholes", 3rd Edition, Pearson Publication, EBook

 

Jessie Rayl
thedogmom63 at frontier.com
www.facebook.com/Eaglewings10
www.pathtogrowth.org
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