Ensure Team Effectiveness
BSB WOR502B Assessment Tool 3 (AT3): Project
Developing a Competent Team
Teams exist because of the productivity of the whole team is greater than that which can be achieved by the individual contributions of its members. Establishing the team’s purpose, its role and responsibilities is key to achieving the development of a real team as everyone identifies their purpose within the group known and each individual becomes accountable for their contribution to the productivity of the team. Team members usually have complementary skills that the team leverage, creating synergy by maximising an individual’s strengths and minimising the impact of weakness.
The way a team performs is a direct result of the approach to being a team that is taken and how effectively the approach is implemented. Katzenback & Smith (1993) identify the following phases of team dynamic development: | Dynamic | Description | P | E | Phase 1 | Working Group | Relies upon the sum of individual contributions rather than any actual teamwork. Members share and discuss ideas but limited synergy or accountability to the team exists. | 3 | 1 | Phase 2 | Pseudo Team | The weakest of all types of teams in terms of performance impact. There is no interest in establishing real goals or true common purpose. Productivity output of the team as a whole is less than that capable of its individuals because member interactions detract from the overall productivity of the team as the group lacks common direction or team focus. | 1 | 2 | Phase 3 | Potential Team | The team has the vision to improve its performance but typically additional clarity regarding purpose, goals and objectives is required. Subsequently no mutual accountability or responsibility exists. | 3 | 4 | Phase 4 | Real Team | Performance output of a real team is significantly higher than that of a working group. Members have complimentary roles and skills and are committed to a common objective. Individuals are accountable to each
Developing a Competent Team
Teams exist because of the productivity of the whole team is greater than that which can be achieved by the individual contributions of its members. Establishing the team’s purpose, its role and responsibilities is key to achieving the development of a real team as everyone identifies their purpose within the group known and each individual becomes accountable for their contribution to the productivity of the team. Team members usually have complementary skills that the team leverage, creating synergy by maximising an individual’s strengths and minimising the impact of weakness.
The way a team performs is a direct result of the approach to being a team that is taken and how effectively the approach is implemented. Katzenback & Smith (1993) identify the following phases of team dynamic development: | Dynamic | Description | P | E | Phase 1 | Working Group | Relies upon the sum of individual contributions rather than any actual teamwork. Members share and discuss ideas but limited synergy or accountability to the team exists. | 3 | 1 | Phase 2 | Pseudo Team | The weakest of all types of teams in terms of performance impact. There is no interest in establishing real goals or true common purpose. Productivity output of the team as a whole is less than that capable of its individuals because member interactions detract from the overall productivity of the team as the group lacks common direction or team focus. | 1 | 2 | Phase 3 | Potential Team | The team has the vision to improve its performance but typically additional clarity regarding purpose, goals and objectives is required. Subsequently no mutual accountability or responsibility exists. | 3 | 4 | Phase 4 | Real Team | Performance output of a real team is significantly higher than that of a working group. Members have complimentary roles and skills and are committed to a common objective. Individuals are accountable to each