The Team Effectiveness Critique
THE TEAM EFFECTIVENESS CRITIQUE
Mark Alexander
Most groups exist and persist because (a) the purpose of the group cannot be accomplished by individuals working on their own, and (b) certain needs of individual members can be satisfied by belonging to the group. Of course, the mere existence of a group does not ensure that it will operate effectively; a group is effective only to the degree to which it is able to use its individual and collective resources. The measure of the group’s effectiveness is its ability to achieve its objectives and satisfy the needs of the individuals in the group. An organization is a collection of groups. The success of an organization depends on the ability of the groups within it to work together to attain commonly held objectives. Because organizations are becoming increasingly more complex, their leaders must be concerned with developing more cohesive and cooperative relationships between individuals and groups. Similarly, the development of effective groups or teams within the organization will determine, to a large extent, the ability of the organization to attain its goals.
FACTORS CONTRIBUTING TO TEAM DEVELOPMENT AND EFFECTIVENESS
Team development is based on the assumption that any group is able to work more effectively if its members are prepared to confront questions such as: How can this collection of individuals work together more effectively as a team? How can we better use the resources we represent? How can we communicate with one another more effectively to make better decisions? What is impeding our performance? The answers to these questions may be found by examining the factors that lead to team development and effectiveness. These factors can be measured, or inventoried, by team members with the use of the Team Effectiveness Critique. Before the critique form is administered, however, all team members should understand the terminology used to describe the nine factors. The following
Mark Alexander
Most groups exist and persist because (a) the purpose of the group cannot be accomplished by individuals working on their own, and (b) certain needs of individual members can be satisfied by belonging to the group. Of course, the mere existence of a group does not ensure that it will operate effectively; a group is effective only to the degree to which it is able to use its individual and collective resources. The measure of the group’s effectiveness is its ability to achieve its objectives and satisfy the needs of the individuals in the group. An organization is a collection of groups. The success of an organization depends on the ability of the groups within it to work together to attain commonly held objectives. Because organizations are becoming increasingly more complex, their leaders must be concerned with developing more cohesive and cooperative relationships between individuals and groups. Similarly, the development of effective groups or teams within the organization will determine, to a large extent, the ability of the organization to attain its goals.
FACTORS CONTRIBUTING TO TEAM DEVELOPMENT AND EFFECTIVENESS
Team development is based on the assumption that any group is able to work more effectively if its members are prepared to confront questions such as: How can this collection of individuals work together more effectively as a team? How can we better use the resources we represent? How can we communicate with one another more effectively to make better decisions? What is impeding our performance? The answers to these questions may be found by examining the factors that lead to team development and effectiveness. These factors can be measured, or inventoried, by team members with the use of the Team Effectiveness Critique. Before the critique form is administered, however, all team members should understand the terminology used to describe the nine factors. The following