'Alone we can do so little; together we can do so much.' — Helen Keller
As we begin a new series on teamworking, the initial issue that needs to be addressing is the contrast between groups and teams. After this, we can move on to explore a range of organisational, interpersonal, and cross-cultural factors that influence effective team performance over the next few weeks.
The basic contrast between groups and teams
Working in Groups | Working in Teams |
The leader acts as a manager with line authority | The leader acts as a facilitator and coach |
Come together to receive and share information | Come together for discussions, problem-solving, decision-making, and planning |
Power, problem-solving, decision-making is generally top-down | Power and authority are delegated and negotiated |
The line manager decides how work tasks should be delegated | The members decide the distribution of roles and tasks |
Purpose, goals, and the approach to work are primarily shaped by the line manager | Purpose, goals, and the approach to work are discussed and negotiated by the team |
Focus on achieving individual goals | Focus on achieving team goals |
Group Behaviour
A group is a collection of individuals who often work together over long periods of time. Group members typically work individually on one aspect of assigned tasks. People who work in groups are under the control of some form of line manager who has the authority to tell them what to do.
Moreover, group membership has been a familiar experience for people from initial hunter-gatherer communities, while also enabling the development of early agricultural civilisations. For example, the farming of rice requires cooperation from the entire community with each member playing their individual role. Then, even today, the family group remains at the centre of many societies as exemplified in the case of Mediterranean nations and China. Indeed, nearly all human activities such as working, learning, worshiping, relaxing, and playing arose in the context of group membership. Finally, the group experience has had a profound impact on the development of cultural values, beliefs, feelings, and behavioural expectations.
Advantages of working in a group
A group takes little time to establish as members have clearly defined individual roles. They also have different functions that can result in contrasting views or perspectives on a project. This can be especially helpful where creative thinking and problem-solving is required such as during the proposed implementation of new products or services. Group working can also enhance communication skills as members have to learn to listen and use accessible language when interacting with people from different backgrounds, specialisms, and perspectives. Finally, working in a group can promote a sense of self-motivation as individuals remain largely responsible for their role or function in projects.
Team Behaviour
A team is a collection of people who work together to achieve common goals. Moreover, team leaders are often on the same level in the hierarchy as other members. Consequently, they are required to motivate fellow team members by listening, influencing, persuading, and by example. Finally, teams and individual members must largely work on their own initiative, while being able to make decisions to solve problems without constantly being told what to do by senior line managers.
Advantages of working in a team
First, working in a team can enhance the development of numerous interpersonal skills as members learn to cooperate and negotiate with each other to complete tasks. For example, they need to acquire a positive and tolerant outlook to manage disagreement and apply effective conflict resolution strategies. In addition, team members need to motivate one another for the purpose of completing shared goals, improving team performance, and increasing productivity. Moreover, as team members regularly cooperate, they develop a reliance on mutual support that reduces stress due to feeling less personal pressure. Finally, as team members share priorities and contribute to common goals, it is easier for members to coordinate their efforts to reach effective solutions.
The process of team development
In contrast to groups, team members must learn to work together in the pursuit of collective outcomes. This ability does not come naturally and needs to be gradually developed over time as the team works together to manage assigned tasks. Indeed, research illustrates that teams are required to pass through a five-stage process prior to the achievement of high-quality performance. These stages are called forming, storming, norming, performing, and adjourning as illustrated in the diagram below.
The forming stage
This stage immediately introduces some interpersonal risks as team members attempt to get fully adjusted to their team roles and become acquainted with each other. Moreover, members arriving from a group working context may experience a sense of uncertainty in relation to what appears to be unclear line leadership and authority. The issue of ‘Will I fit in?’ can also be an initial stressful experience.
The storming stage
This is the most demanding and threatening stage in the team development process during which performance can typically decline. The reason for this is that disagreement can arise over team goals, sub-groups can form around strong personalities, and interpersonal conflicts may divert energy from the task. Therefore, members need time to work through this stage to agree some common goals and behavioural norms.
The norming stage
This can only arise once members have successfully managed the storming process. Here, some consensus needs to emerge around issues such as leadership functions, appropriate forms of interpersonal communication, team roles, and conflict management strategies. Now, performance increases as members learn to cooperate and focus on collective goals. However, should serious disagreements re-emerge, the team can regress back into the storming stage.
The performing stage
This is the most satisfying stage of membership as consensus and cooperation between members has been achieved allowing the team to become more mature, organised, and high performing. Moreover, there is now a clear and stable structure, while members focus energy on team goals, rather than interpersonal distractions. Problems and conflicts will still emerge, but they are now able to be managed constructively.
The adjourning stage
At this stage the team has fulfilled the purpose for which it was formed. Now, the work requirements typically diminish, while individuals start being assigned to new projects. However, this can be a challenging time for the team as the end and reassignment of members can be experienced as a sad occasion. Consequently, organisations need to arrange some form of ceremony to thank the team and support individuals in their progression to some new roles.
Question 1
Why are some people inclined to feel more comfortable working in groups rather than teams?
Question 2
How might teamworking increase interpersonal conflict between some members?
Question 3
Could the preference for group or team working be dependent on organisational cultures?
In the blog next week, we will address Question 3 on the influence of organisational cultures on the preference for either group or team working.
References
Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small group development revisited, Group and Organizational Studies, 2(4), 419–427. https://www.doi.org/10.1177/105960117700200404
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