[acb-hsp] Why Teams Fail

[Baracco, Andrew W]

These principles can be applied to chapters and other kinds of groups.
Andy


-----Original Message-----
From: acb-hsp-bounces at acb.org [mailto:acb-hsp-bounces at acb.org] On Behalf
Of Darla Rogers
Sent: Tuesday, January 17, 2012 7:42 PM
To: 'Discussion list for ACB human service professionals'
Subject: Re: [acb-hsp] Why Teams Fail

Awesome, Jessie; I can identify with all the things that make a team
work and those that don't; a good team can be an awesome group where
wonderful things can happen.



-----Original Message-----
From: acb-hsp-bounces at acb.org [mailto:acb-hsp-bounces at acb.org] On Behalf
Of J.Rayl
Sent: Tuesday, January 17, 2012 9:17 PM
To: Discussion list for ACB human service professionals
Subject: [acb-hsp] Why Teams Fail

 

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 <http://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


_______________________________________________
acb-hsp mailing list
acb-hsp at acb.org
http://www.acb.org/mailman/listinfo/acb-hsp