From Group to Team: The Small Difference
2 April 2012
Read by 1963 persons
Title: From Group to Team: The Small Difference. Whether alone or as a noun phrase, it is a term frequently encountered in job offers and interviews: team, team spirit, teamwork, etc. But what is it?
The definitions of the word "team" are numerous, however they all have a common denominator: a group of people working together deserves the qualifier "team" when a certain number of criteria are met: the definition of common objectives, performance focused on the result, a sense of belonging to a common entity and interpersonal relationships, all under the supervision of a team leader.
Objectives
The saying is well known: you can't run with two hares at once. The same applies to a team: too many objectives means that team members dissipate their energy without being sufficiently effective. They pedal at the foot of the mountain of objectives and can only advance with difficulty, or not at all. To be effective and be able to achieve the desired result, the team must not define more than one or two key objectives.
But beware: not "on the captain's orders"! It is preferable to develop and define the objectives... as a team, of course! These must be shared by all team members; each of them must appropriate them and consider them wise. An objective can certainly be ambitious, it must nevertheless remain realistic. The ideal is to set intermediate objectives, steps that show the team that it is on the right track.
Football, hockey, etc.
Team sports perfectly illustrate what distinguishes a group from a team. It goes without saying that each player is well aware of the objective and wants to achieve it. But if everyone only has one thing in mind, namely to score the goal to put themselves forward, it is very likely that it will lead to nothing - at worst to an own goal!
However, if the players form a real team, if each of them carefully observes the strategic position of his teammates to pass the ball at the right time to the one who is best positioned and avoid leaving it to the opposing team, if playing TOGETHER is more important than the individual record and, moreover, the captain is firmly in control, then success is practically guaranteed, knowing that in sport, a dose of luck should not be missing.
Rules of the game
Whether in games, sports or any other activity in life: nothing works without rules. The same applies to a team in the company: clearly defined rules of the game, shared by all team members, allow stress-free cooperation - rules of the game which, ideally, have been developed... as a team, of course!
Important: All questions concerning the role of the "team leader", organization and working methods, control, task distribution, etc., must be settled upstream - and unequivocally. This is the only way to ensure that a real team works together to achieve the set goal.
Team dynamics
The achievement of intermediate objectives gives new impetus and the satisfaction of having passed a milestone has a positive impact on the atmosphere within the team. Conversely, failures or unfavorable developments in problem solving damage the climate, a situation which imperatively requires the intervention of the team leader - otherwise, the positive climate gives way to frustration.
The good quality of interpersonal relationships is one of the major characteristics of a team. The socio-emotional relationships between members, mutual support, encouragement and recognition ensure a climate of trust conducive to the efficient achievement of results.
Appropriate team management
Like the coxswain in rowing, the team leader must somehow "steer the boat", so guide and direct his team members. He communicates the intermediate results and tells them if they are on the right track. He motivates them and sets the pace for them to improve their performance.
The objectives will be achieved if the manager, the team leader, succeeds in activating, even boosting, efficiency, performance and creativity in his team and thus ensuring the pleasure of working together. It is important that he creates a climate of trust and puts in place positive, open and targeted communication. He encourages decision-making and progress in the processing of tasks to be carried out, encourages his team members to act responsibly, but also to realize when they reach the limits of their autonomy of action.
TEAM (English for "team"): the strength of the "team" makes the strength of its members
Target - objective
1-2 realistic key objectives, developed jointly, shared and considered wise by all team members - for a common commitment
Entire - entity
Team members form an entity that strives towards a common goal. The strengths of each team member complement each other and allow synergies to be achieved.
Achievement - accomplishment, performance, result
The result to be achieved, including intermediate stages, resources and schedule, is clearly defined. Achieving the targeted performance boosts the team's momentum.
Management - management
The team leader, the manager, "pilots" and manages, i.e. guides, directs and coordinates. He encourages decision-making and progress in the processing of tasks to be carried out.
Monster.ch
Posted on April 2, 2012.
The definitions of the word "team" are numerous, however they all have a common denominator: a group of people working together deserves the qualifier "team" when a certain number of criteria are met: the definition of common objectives, performance focused on the result, a sense of belonging to a common entity and interpersonal relationships, all under the supervision of a team leader.
Objectives
The saying is well known: you can't run with two hares at once. The same applies to a team: too many objectives means that team members dissipate their energy without being sufficiently effective. They pedal at the foot of the mountain of objectives and can only advance with difficulty, or not at all. To be effective and be able to achieve the desired result, the team must not define more than one or two key objectives.
But beware: not "on the captain's orders"! It is preferable to develop and define the objectives... as a team, of course! These must be shared by all team members; each of them must appropriate them and consider them wise. An objective can certainly be ambitious, it must nevertheless remain realistic. The ideal is to set intermediate objectives, steps that show the team that it is on the right track.
Football, hockey, etc.
Team sports perfectly illustrate what distinguishes a group from a team. It goes without saying that each player is well aware of the objective and wants to achieve it. But if everyone only has one thing in mind, namely to score the goal to put themselves forward, it is very likely that it will lead to nothing - at worst to an own goal!
However, if the players form a real team, if each of them carefully observes the strategic position of his teammates to pass the ball at the right time to the one who is best positioned and avoid leaving it to the opposing team, if playing TOGETHER is more important than the individual record and, moreover, the captain is firmly in control, then success is practically guaranteed, knowing that in sport, a dose of luck should not be missing.
Rules of the game
Whether in games, sports or any other activity in life: nothing works without rules. The same applies to a team in the company: clearly defined rules of the game, shared by all team members, allow stress-free cooperation - rules of the game which, ideally, have been developed... as a team, of course!
Important: All questions concerning the role of the "team leader", organization and working methods, control, task distribution, etc., must be settled upstream - and unequivocally. This is the only way to ensure that a real team works together to achieve the set goal.
Team dynamics
The achievement of intermediate objectives gives new impetus and the satisfaction of having passed a milestone has a positive impact on the atmosphere within the team. Conversely, failures or unfavorable developments in problem solving damage the climate, a situation which imperatively requires the intervention of the team leader - otherwise, the positive climate gives way to frustration.
The good quality of interpersonal relationships is one of the major characteristics of a team. The socio-emotional relationships between members, mutual support, encouragement and recognition ensure a climate of trust conducive to the efficient achievement of results.
Appropriate team management
Like the coxswain in rowing, the team leader must somehow "steer the boat", so guide and direct his team members. He communicates the intermediate results and tells them if they are on the right track. He motivates them and sets the pace for them to improve their performance.
The objectives will be achieved if the manager, the team leader, succeeds in activating, even boosting, efficiency, performance and creativity in his team and thus ensuring the pleasure of working together. It is important that he creates a climate of trust and puts in place positive, open and targeted communication. He encourages decision-making and progress in the processing of tasks to be carried out, encourages his team members to act responsibly, but also to realize when they reach the limits of their autonomy of action.
TEAM (English for "team"): the strength of the "team" makes the strength of its members
Target - objective
1-2 realistic key objectives, developed jointly, shared and considered wise by all team members - for a common commitment
Entire - entity
Team members form an entity that strives towards a common goal. The strengths of each team member complement each other and allow synergies to be achieved.
Achievement - accomplishment, performance, result
The result to be achieved, including intermediate stages, resources and schedule, is clearly defined. Achieving the targeted performance boosts the team's momentum.
Management - management
The team leader, the manager, "pilots" and manages, i.e. guides, directs and coordinates. He encourages decision-making and progress in the processing of tasks to be carried out.
Monster.ch
Posted on April 2, 2012.
