THE CAUSE and PERHAPS A CURETeams, all teams, do hit problems which may if not checked early lead to team inertia.
We have all witnessed and maybe even personally experienced at some time the debilitating nature of team inertia.
How does this phenomenon find fertile ground for its deadly work in even the most professional and highly organised team structures?One likely reason is that the team dynamic is constantly changing dependant upon the mood swings and instinctive reactions of team members to every day business and life occurrences.
A successful team as we all know is one which attains its objective; the achievement of the team objective also being the individual aim of every team member for the duration of the team's existence.
In a world where communication across continents is instantaneous it is not surprising that an event over which the team creator or the team leader has no control can instantly send the team dynamic into disarray.
They also tell us that successful team building leads to the team performance exceeding the perceived sum of its constituent parts; the skill, experience and ability levels of each individual member.However when influences (particularly outside influences over which the team as a group has no control) begin to negatively impact upon critical project time constraints and quality benchmarks then pressure may build for some if not all team members, especially for the person responsible for the team or for the project which the team's efforts support.
This is the time when situations which would normally be felt only as a mild irritation begin to cause upset, discord and a general lowering of team performance standards and morale.
When this happens then the normal team members niceties tend to be brushed aside as some team members do their utmost to prove that they at least did their part and have no intention of having their own professional credibility besmirched as a result of the teams collective poor performance.
This is when it becomes apparent that even a team which has performed well in the past can hit performance problems.
Why is this?
It could be because the team members were selected for their specific expertise and levels of experience relative to the end objective rather than for the behaviours necessary to help the team successfully negotiate the path to the end objective.
What is often overlooked is that within a team of say 8 people there are no fewer that 28 1:1 unique relationships in existence. Once one takes account of this fact then it is no great surprise that from time to time that teams do run into interpersonal relationship difficulties.
The system does though allow such outputs as mentioned above to be disregarded as the Bio Data held for some members may be some years old and therefore unreliable.
Of course should the free DISC profiling system be used for all members then the Bio Data would indeed be current.
It should be noted here though that certain team members may be unhappy about completing a behavioural profiler, particularly at a time when the team is in difficulty.
In such a circumstance the system may be set to select at random someone to lead the team through the issue, or the team leader or facilitator may indeed fulfill the role.
The result is that the team talk the problem through instead of letting it fester away in the background continuing to cause team malaise.
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