Orming a Team and Selecting the Members PART II

Shared Practice: Forming a Team and Selecting the Members
Read a selection of your colleagues posts.

Respond by Day 6 to two or more of your colleagues postings in one or more of the following ways: (COLLEAGUE POSTS ATTACHED WRITE RESPONSES AS IF FROM ME DIRECTLY TO THEM 125+ WORDS PLUS ONE CITATION PER RESPONSE)

a ¦Compare what your colleague describes to the teams on which you have served. How would you contrast the characteristics of team members with whom you enjoyed working with those where you struggled to get along and work effectively? What have you observed about what makes teams function and what managers have done to ensure that they do? What actions have you taken when you have had to work with team members that you did not like or that did not fulfill their responsibilities to the team?

a ¦If you were the manager of the team envisioned by your colleague, how will you monitor the health of the team? What specific things would you do to manage situations where the team is not functioning? How would you structure team evaluations in such a way that individuals have personal accountability for their contributions to a project?

Suggested References:

Colquitt, J., Lepine, J., & Wesson, M. (2013). Organizational behavior: Improving performance and commitment in the workplace (3rd ed.). New York, NY: McGraw-Hill.
a ¦Chapter 12, a?Teams: Processes and Communicationa? (pp. 380a 415)
Chapter 12 focuses on the different processes involved in taskwork and teamwork. It reviews the importance of these processes in the development of successful teams and explores the factors that influence communication processes.

Casse, P., & Banahan, E. (2011, September). 21st century team skills. Training Journal, 11a 16.
Retrieved from Walden Library databases.
In this article, Casse and Banahan evaluate and critique current models for developing teams. Then, the authors discuss what they consider to be the essential key skills that individuals need to be success team members in the 21st century.

Coutu, D., & Beschloss, M. (2009). Why teams DONaT work. Harvard Business Review, 87(5), 98a 105.
Retrieved from Walden Library databases.
Teams are not always as effective as organizations want them to be. This article examines several factors that teams need in order to be effective, and lists the reasons why so many teams fail to fulfill their potential.

Daniel, L. J., & Davis, C. R. (2009). What makes high-performance teams excel? Research Technology Management, 52(4), 40a 45.
Retrieved from Walden Library databases.
In this case study, the authors discuss the techniques IBM uses to develop high-performing teams.

Flanagan, T., & Runde, C. (2010). Conflict-competent teams. Sales & Service Excellence, 10(9), 7.
Retrieved from Walden Library databases.
In this brief article, Flanagan and Runde discuss why conflict is an essential and unavoidable aspect for good teams. They discuss how managers need to create the right climate for teams to succeed, how to help teams constructively engage in conflict, how to establish appropriate team norms, and how to ensure the teams stay on track.

Gallo, A. (2012, February). How to work with someone you hate. Finweek, 39a 40.
Retrieved from Walden Library databases.
Unfortunately, you may not always enjoy the company of those you work with. In this article, Gallo presents the tactics and rules you should use when you have to work with a colleague you may not like.

Gratton, L., & Erickson, T. J. (2007). Eight ways to build collaborative teams. Harvard Business Review, 85(11) 100a 109.
Retrieved from Walden Library databases.
Complex projects often require the collaboration of teams of experts. However, experts do not always know how to collaborate on teams. In this article, Gratton and Erickson describe eight success factors that managers and organization can use to help build successful and collaborative teams.

Lencioni, P. M. (2003). The trouble with teamwork. Leader to Leader, 2003(29), 35a 40.
Retrieved from Walden Library databases.
Patrick Lencioni is a renowned author and expert on building teams and teamwork. In this article, he shares why being on a team is not a trivial task and what team members should be prepared to do make the team work.

Lencioni, P. (2009). Teamwork, leadership and suffering. Focus: Teams, 6(1), 8.
Retrieved from Walden Library databases.
In this brief article, Lencioni discusses why teams sometimes must learn froma and not avoida occasional awkwardness, conflict, and discomfort in order to achieve their goals.

Lencioni, P. (2006). Silos, politics, turf wars. Leadership Excellence, 23(2), 3a 4.
Retrieved from Walden Library databases.
In this article, Lencioni argues that when managers build a compelling vision for their employees to work together, their teams are better equipped to avoid infighting, turf wars, and office politics.

Smith, G., & Yates, P. (2012). The benefits of self-reflection. Training Journal, 49a 51
Retrieved from Walden Library databases.
In this article, Smith and Yates discuss how to facilitate and guide the development of soft skills so that employees can work effectively on their teams.

Weiss, J., & Hughes, J. (2005). Want collaboration? Accepta and actively managea conflict. Harvard Business Review, 83(3), 93a 101.
Retrieved from Walden Library databases.