Team Power

Organisation, these days , have shifted from traditional, hierarchical approaches to "team -based approaches." The great pyramid of Khufu built in 2600 B.C. is a great manifestation of "Team Work" among Egyptian slaves. In traditional organisation :

• Managers were technical experts , made decisions, imposed controls, processed all communications, administered rewards and punishments.
• Individual roles were narrowly defined;
• Employees needed very few skills to do a job.
• 'That's not my job "attitude.

These old practices and patterns resulted in cracks, a divisions and inefficiency in business. This failed to gain commitment from employees towards the organisation. The organisation also failed to utilize the employee's talents fully and capitalize on synergy .
In this modern world , conservative systems and beliefs will not add value or create wealth in the hands of the stock holders. In today's global arena, with blurred boundaries and proliferation of information, organisation must be flexible and innovative. They should use employees effectively and be virtually aware of the dynamics of the world around them.
"Two or more people who work collaboratively to make something happen." is the mantra of today's virtual organsiation. Box structures organisation are replaced by WEB organisations. Team is defined by Katzenback  J R and Smith D K in their book, "The wisdom of team" as " a small number of people with complimentary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable." The keys to the success of any team are:

• Clear definition of goals ,
• defining rules of interaction,
• unconditional management support an 
• wholehearted commitment.

To get work done should be the focus of any team. A team oriented process with skillful team leadership are the prerequisites f any teamwork. To have the benefit of exceptionally brilliant individual and team performance the team must be bonded by HOT (Honest, Open , Trust ) relationships.

A team is alive if:

• the individuals's goals are replaced by common goal .
• there is an excellent leader who facilitates team work with ease;
• involvement of all members are consolidated , individual self eteem is valued,
• there is free and open communication,
• the team is empowered to take decisions and has approval for implementation,
• there is complete mutual trust,
• disagreement and difference between team members are respected and not punished and
• constructive conflict resolution is formulated.

Thus the team has an emotional support , camaraderie, warmth , inclusion, success and belonging. Speed and a "No blame" policy are most essential.

Team leader:

Facilitative leader may follow LEAD model. Lead with clear purpose. Empower to participate. Aim for consensus. Direct the process. Leader should provide, means to the end. by holding frequent meeting to clarify outputs and goals through open discussions and creativity sessions. The leader need to be trained and developed so that they understand group dynamics, People management skills and most importantly, bring our the creativity of team members.

Team Players:

It is quintessential for every player in a team to possess: Basic self management, excellent communication and listening skills, influencing and negotiating skills, coaching and mentoring skills, delegation skills, problem solving skills and PC literacy skills. Skill sets and competencies in particular area are required, but the most important ingredient is the Right Attitude.

Emulating the characteristics of a "Kaizen" person will help in delivering value-added products, to survive and to succeed in today's competitive environment. By invoking team spirit, the organisation and business will have an edge to lure away the competitors. Thus with " a group of people pooling their skills, talents and knowledge .... team can often tackle complex and chronic problems and come up with effective and permanent solutions."