People: Communicating in Teams

People: Communicating in Teams

DOI: 10.4018/978-1-5225-5589-6.ch006

Abstract

This chapter discusses the importance of every team in enterprise management. In fact, people are not just employees any more, they are team members. How to form a team and who should be taken in a startup team? What are the main threats of successful team? How to apply collaborative practices to design top-level cross-organizational networks? In this chapter, the authors give recommendations on modern team management and advice on how to increase efficiency of the existing teams.
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Modern Aspects Of Corporate Team Composition

Responsibility is one of the most important aspects of the team member. Employee takes responsibility for their project, alternatively – the chaos is very likely when “no one will be guilty, but everybody might be harmed”. In this scenario, corporate leaders should show an example how everybody should act in team to build responsible entity important to the enterprise.

Versatility describes situation when one of the team members cannot perform the task for various reasons then the team switches to alternative task supplier. For example, a designer has a problem with the finishing is work in time, but a software-developer has these capabilities. Should he help a colleague? Certainly yes. This mutual help increase the chance that the work will be done qualitatively in time and the team will be appreciated.

A famous business coach John Kehoe once said that to make deal successful, you need “to feed it with your own passion”. This fully applies to the team building process: each member should be motivated to create or to be a part of successful team even when the project life cycle length is not known. In such moments, the team is responsible not lose the members enthusiasm and persistently achieving common vision.

Google reported on “Ideal Team” Formula underlines the passion component in a successful team (Khohlova, 2016). In attempt to create a team that often shows the best result certain consultants and psychologists were invited for measuring whether the team can effectively work together and achieve common objectives. Certain unspoken rules were introduced regulating relations between team members: There were teams where members did not interrupt each other during the conversation and on the contrary, the team where everyone spoke when wanted without stopping the others. It turned out that the second team was more successful, than the first.

Further analysis was carried out that the common team IQ depends on IQs of the each member but only if the relation of team members are settled. The second observation considered the concept of “social sensitivity” (Pickett, 2004) - a capability of team members to feel each other, to understand gestures, a mimicry, intonation with special care. It turned out that in effective teams the emotions were recognized much better than in inefficient groups.

Another concept - “psychological safety” (Edmondson, 1999) was used in successful teams where participants felt comfortable and were not afraid to express their opinion. This experiment shows that if employees are not afraid to share and discuss the problems with the others, then they will work more effective as feel more comfortable.

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