Path to Success
Team Charter: Path to Success A team is made up of focused individuals all trying to achieve a common goal. Personalities, individual skills and trust can often prevent team success. A team charter is one method of defining team goals, team skills, ground rules, a code of conduct, and conflict management. The charter is the opportunity for the team members to agree to their objectives, identify challenges, potential conflicts, record their responsibilities to the group, and chart the course that lay ahead. A successful team will use the charter as a developmental tool to improve performance and team unity.
Assessment
Our team has completed three personality assessments: What’s my Jungian 16-Type Personality?( Marcic,1989), Do I trust others?(Glenn & Pood, 1989), and How good are my listening skills?(Rosenberg, 1957) in an effort to gain a better understanding of ourselves and each other. These tools aided in the creation of our learning charter, defining strengths and weaknesses of each individual adding depth to the skills inventory section. One key point to note is that the charter does not tell the team how to solve the problem or what a solution should look like. The charter sets the process in motion, establishes key milestones and desired outcomes, but does not suggest a solution path(Wilkinson & Moran, 1998). In having this information, the team can create a charter that will best cater to the needs of the team and the relative performance of the team.
Performance
Each member of the learning team is enrolled in this course to learn and expand their views about business. In this course and in business, team members are measured by how well or poorly they perform. The team charter helps the team by defining what is acceptable or unacceptable performance, how the team members will interact with each other and how conflict will be resolved should it arise. Each team member contributed to the formation of the team charter, voicing
Assessment
Our team has completed three personality assessments: What’s my Jungian 16-Type Personality?( Marcic,1989), Do I trust others?(Glenn & Pood, 1989), and How good are my listening skills?(Rosenberg, 1957) in an effort to gain a better understanding of ourselves and each other. These tools aided in the creation of our learning charter, defining strengths and weaknesses of each individual adding depth to the skills inventory section. One key point to note is that the charter does not tell the team how to solve the problem or what a solution should look like. The charter sets the process in motion, establishes key milestones and desired outcomes, but does not suggest a solution path(Wilkinson & Moran, 1998). In having this information, the team can create a charter that will best cater to the needs of the team and the relative performance of the team.
Performance
Each member of the learning team is enrolled in this course to learn and expand their views about business. In this course and in business, team members are measured by how well or poorly they perform. The team charter helps the team by defining what is acceptable or unacceptable performance, how the team members will interact with each other and how conflict will be resolved should it arise. Each team member contributed to the formation of the team charter, voicing
References: Glenn, E.C., & Pood, E.A., (1989), Listening Self-Inventory, Supervisory Management, 12–15. Retrieved November 5, 2008, from https://ecampus.phoenix.edu/secure/aapd/sas/robbins_sal3v3/sal3v3web.html Janet L Snow, Christopher P Mulrooney. (2002, March) success. Healthcare Executive, 17(2), 22-5. Retrieved November 9, 2008, from ABI/INFORM Global database ID: 109791393). Marcic, D. (1989). Organizational Behavior: Experiences and Cases. St.Paul, Minnesota: West. Retrieved November 7, 2008, from https://ecampus.phoenix.edu/secure/aapd /sas/robbins_sal3v3/sal3v3web.html Nancy L. Wilkinson, John W. Moran. (1998). Team charter. The TQM Magazine, 10(5), 355. Retrieved November 8, 2008, from ABI/INFORM Global database. (Document ID: 86922472). Rosenberg, M. (1957). Faith in People, in Occupations and Values. Glencoe, Illinois: Free Press. Retrieved November 7, 2008, from https://ecampus.phoenix.edu/secure/aapd/sas/robbins_sal3v3/sal3v3web.html