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A team is a group of people working together towards a common goal (Basics of Teambuilding, 2007). The team is the most important resource of any project , an effective team has complementary skills common purpose and mutual acoountability.. Trust remains a key element in any human relationship, and indeed project teams are no exception. Without trust in each other skills, commitment, and desire to succeed a team quickly becomes divided and confrontation brews. A good team leads to mutual satisfaction of all members. A bad team leads to untold pains and hardships.(Mallet, 1999)
Most activities require the performance of not only a single person but the performance of several people, and the success of such activities lies in the synergy of efforts from each player of member of the team. The requirement for this synergy applies in any environment, such as in health care setting.
In health care delivery, teamwork is necessary because the end result of all activities are not purely for self glorification but are primarily the welfare of the clients or patients.
Since a team is a group of people working towards a common goal, evaluation of team dynamics then is necessary to ensure the success of each team. Team dynamics can strongly influence how a team reacts, behaves or performs. Team dynamcs can be recognized by looking for the forces that influence team behaviour. These forces might include: Personality styles,Team Roles and Organisational culture (Team Dynamics,2007)
And to ensure this success, management needs to focus in teambuilding which is the process of enabling that group of people to reach their goal.A team must know how to work together in order to be productive and successful. If a team can work together, they will be able to raise and resolve issues that are standing in the way of accomplishing a goal (LaFasto 109). Working together may not come easy at first, but with proper training the team will be able to adapt quickly.
A team building success is when your team can accomplish something much bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions.
Individual commitment is a big factor towards the achievement of the teamís goal. On one part commitment may be viewed as the dedication of a person in a certain thing. But commitment can be a dangerous concept because of its attendant assumptions. Some may assume, for example, that commitment means long hours, while to others it may mean productivity. When expectations are defined, success rates soar. When leaders assume that everyone "should" be committed, as a matter of course, we overlook the difficulties many have with certain commitments.
The pre-commitment process is the same for team leaders and members. When we ponder a new commitment, we climb up to a kind of mental diving board. Commitments contain unknowns, and some warn of possible failure. It is common for people to neither jump nor climb back down the "ladder," but rather to stay stuck at the end of the board, immobilized in pros, cons, obstacles, and worries. In this state of mind, the obstacles begin to rule, obscuring the vision, blunting motivation.
For issues that rely heavily on the team consensus and commitment, the whole team must be involved in the decision making process. For example, via group goal setting or group sessions with collective discussions of possible decision options or solution ideas, so as to achieve that each team member feels his or her ownership in the final decision, solution, or idea. And the more he or she feels this way, the more likely he or she is to agree with and commit to the decided line of action, the more team commitment to the goals and decisions is built.
Lafasto, Frank, and Carl Larson. When Teams Work Best. Thousand Oaks, California: Sage Publications, 2001. 3-185.
Mallet, Daniel. Teamwork Handbook.(1999, Jan) Retrieved April 30, 2007, from the World Wide Web:
The Basics of Team Building. Retrieved May 1, 2007, from the World Wide Web:
Team Dynamics. Retrieved May 1, 2007, from the World Wide Web: