[acb-hsp] Why Teams Fail

[JRAYL]

Yes, they can. They are easy enough to remember or to put in practice as well.

----- Original Message -----
From: Baracco, Andrew W <Andrew.Baracco at va.gov>
To: "Discussion list for ACB human service professionals" <acb-hsp at acb.org>
Date: Wednesday, Jan 18, 2012 12:09:50 PM
Subject: Re: [acb-hsp] Why Teams Fail

>
>
> 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
> 
> 
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Jessie Rayl, MA, LPC, ALPS
www_pathtogrowth_org
thedogmomffcc%frontier_com
304-671-9780