Team Climates
Description
Six different management and team competencies/conditions were described. Reflect on how these competencies/conditions act either alone or with others, to create task and interpersonal connection.
Case Assignment
Conduct some research on your own about building trust, as well as on the different management and team competencies and conditions.
Then address the following:
Do competencies/conditions act either alone or with others, to create task and interpersonal connection?
Discuss how each competency and condition leads to either task and/or personal connection by contributing to goal clarity, loyalty, trust, or information sharing.
Identify two ways you build trust with team members. Discuss how these methods work for you now but perhaps did not in the past with other teams.
What barriers might there be to building trust in a virtual team.
Unformatted Attachment Preview
A supportive team climate does not emerge naturally. It
requires that management and team members commit to
certain conditions and develop specific competencies that
will encourage and support connection and
interdependence. These include:
1. Creative Tension
In order for teams to take advantage of differing
perspectives, opinions, and approaches, the team
climate should be characterized by what is called
“creative tension.” This involves an environment where
differing points of view are accepted and members feel
comfortable and safe in contributing their ideas. Input
from all members is encouraged and honesty is a norm
that is supportedven when that honesty means that
others’ views are questioned. On the other hand,
unwarranted criticism is not a characteristic of creative
tension.
2. Challenge
Supportive climates for teamwork are those that present
the task in a challenging manner. This may involve an
urgent deadline, a perplexing problem to solve, or just a
change from the routine way of approaching the task.
3. Collaboration
This involves the ability to pull together and work
collaboratively on a difficult task. It involves a certain
“surrendering” of the ego in order to set aside one’s own
personal interests in favor of those of the group. It is a
competency that is essential to interdependence and
effective team functioning.
4. Freedom
Management must be willing to grant the team freedom
from micromanagement, excessive surveillance, or other
forms of intrusive evaluation. Freedom also involves the
autonomy to determine how work is scheduled and
accomplished.
5. Supportiveness
Management and team members can greatly increase
team effectiveness by encouraging and empowering the
group to take initiative. It should resist the temptation to
rely on the status quo, but instead urge the team to
discover new methods and solutions.
6. Resources
The willingness of individual team members and the
organization to commit sufficient resources is essential.
Resources can include time, effort, information,
technology, funds, and manpower.
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