3) Everyone contributes their fair share. Each member of the team contributes their fair share of the workload and fully understand what their responsibilities are and where they fit in with the running of the business. They feel a sense of belonging to the team, are committed to their work and really care about the success of the company.
Stage 4: Performing In this stage, the team is firing on all cylinders and getting work completed. The only conflict left is positive conflict around the content of the assignment, when some members may disagree on certain approaches to minor areas of the assignment. The final aspect of this phase is the final deliverable, when the team turns in the assignment. This often comes in the form of a paper, a report, a portfolio, a prototype or some other large deliverable.
In 2011, Nokia’s leadership group is an example of a diverse team of thirteen members. This includes three women, one non-white, six Finns, four Americans, one Canadian, one British and one Australian. Three were born in the ‘50s, one in the 70’s and the rest in the ‘60s. Their work experience covers Europe, North American and East Asia ...
This is all well and good, but a team that doesn’t communicate well is like an engine that has been broken down into its separate parts. All are in great working order, well-oiled and cared for, but without the rest of the engine components, the individual parts just won’t work how they were supposed to. Your team is no different. Each member will be working on their individual projects, which when combined create the completed picture.
1. Consider the group's mission when selecting a team. Choose team members who have performance capabilities that are best suited for the task at hand—don't choose them based on existing relationships. 2. Put together a diverse team. Limiting the group to people with similar interests and skills will limit the final result.