: Building a Coalition - Case Study Example

?Case Study: Building a Coalition Table of Contents Forming a Team 3 Forming 3 Storming 3 Norming 4 Performing 4 Adjourning 4 Selection of Appropriate Team Members 5 Setting Group Priorities and Goals 5 Setting Deadlines 6 Methods for Resolving Conflicts 6 Smoothing 6 Forcing 7 Problem Solving 7 Compromise 7 Principles for Leaders 8 Comprehensive Message for Development Team 8 Comprehensive Message for Program Team 9 References 10 Bibliography 12 Forming a Team To create an effective team, several conditions have to be considered. There are five steps to develop a team, which are as follows: Forming This is the first step to develop a team. In this stage, members learn about each other and evaluate the benefits and costs of continued membership. Members try to be polite with each other and defer to the existing authority of a leader who should cater initial set of rules as well as structures for interacting with each other. They try to find out about the ways to fit into the team and what is expected of them (McShane, S. L. & Glinow, M. A. V., “Organizational Behavior: Essentials”). Storming This step is marked by interpersonal conflict. In this stage, members become more proactive compared to the previous step and compete with each other for various tasks provided to them. Coalition may be created for influencing the team’s objectives and means of accomplishing those objectives. In this step, members try to establish norms of appropriate behavior and performance standard. If the leader is autocratic, often conflict arises (McShane, S. L. & Glinow, M. A. V., “Organizational Behavior: Essentials”). Norming This step is marked by sharing of information, acceptance of different opinions and positive attempts to make decisions. The members form a rule by which the team will be operated. The team becomes more effective in this step and the members become positive and more concerned about their task. This changed behavior leads to a sense of cohesion. In this step, cooperation and sense of shared responsibility are developed among team members (Hellriegel. D. & Slocum, J. W., “Organizational Behavior”). Performing In this step, the team members become more task oriented. The team members learn about how to coordinate and resolve conflict more efficiently. They learn when to work independently and help others. In this step, the team members show how to achieve results together efficiently and effectively. Few teams persist to learn as well as develop from their experiences to become more efficient and effective than others (Hellriegel. D. & Slocum, J. W., “Organizational Behavior”). Adjourning The disengagement from social behavior occurs during this stage. Members shift their attention from task orientation to socio-emotional focus when they realize that their relationship is ending. For reporting on specific issue a ‘problem solving team’ or a ‘cross functional team’ may be created in this step. Many informal groups may eventually end in this stage (Hellriegel. D. & Slocum, J. W., “Organizational Behavior”). Selection of Appropriate Team Members Several factors affect the selection of team in school because each school is different. It is important to understand various designs to select effective team members. In case of work and functional team, members already belong to the team. The team members should be selected in such a way that they meet the demands of the task and are also well suited to the work. There are three types of team members namely core team members, extended team members and ancillary team members. Core team members include members from other locations. Extended team members do not usually work with the team on daily basis but provide support or advise them when necessary. They may be internal or external. Ancillary team members do not work on the team but review and approve the team’s task. After identifying individuals who will meet the team’s requirements, the logic for selecting team members should be checked. For teams that require extensive boundary management and networking, team members who are respected and productive in various geographical or functional works can help teams to attain their goals (Duarte, D. L. & Snyder, N. T., “Mastering Virtual Teams: Strategies, Tools, And Techniques That Succeed”). Setting Group Priorities and Goals The team members clarify about their roles in team in goal setting process. Performance objectives are established in setting the goal. Group goal setting leads to improve the group’s performance. The goal should be difficult thereby providing challenge for team members, but it should not be unattainable. Setting a goal can improve the performance of members in two ways, by boosting the concentration and constant effort and providing members a clear role of perception so that their effort is diverted towards behavior. This can improve their work performance. Compensation program provides a feedback for effective goal setting process. The feedback regarding the team member’s performance can provide positive reinforcement to pursue team goals more effectively. Setting Deadlines A deadline can provide a clear picture of difficulties for accomplishing the goal. Setting an appropriate deadline is imperative for goal setter. Long deadline can induce laziness and procrastination and too short deadline can reduce work performance or result in unfinished work. The deadline of goal shouldn’t be so small that there is no motivation to actualize it. It must be big enough to create zeal among the team members (EzineArticles, “6 Steps To Setting and Achieving Realistic Goals For Yourself in Your Career”). Methods for Resolving Conflicts There are various methods for resolving conflicts, which are as follows: Smoothing When both parties consent to disagree, then the smoothing method can be used. This method is used when upholding the work relationship with team members is of great importance than personal or team goals. It is a quick way to bypass an issue rather than spending time on finding a solution. It keeps the stress factor down, when team members recognize that they can resolve the conflict through open discussion. This method maintains friendship among team members (Rottier, J., “Implementing and Improving Teaming: A Handbook for Middle Level Leaders”). Forcing This method is used when one side must win in conflict at all cost. It focuses on achieving goal even at the cost of breaking the relationship among team members. It results in quick decision and feeds the ego of the member who forces the issue of conflict against other persons (Rottier, J., “Implementing and Improving Teaming: A Handbook for Middle Level Leaders”). Problem Solving Problem solving technique requires people to cooperate in serious discussion in order to reach a mutually agreeable result. The team members agree to discuss the issue of conflict in order to find a solution which can be supported by all the team members of the group. A conflict resolved through problem solving method helps to maintain high relationship among team members as well as achieve mutual objectives for the team. There are five step of problem solving (i) Defining problem, (ii) Identifying solutions, (iii) Evaluating and selecting best solution, ( iv) Implementing the selected decision, (v) Evaluating the solution and adjusting (Rottier, J., “Implementing and Improving Teaming: A Handbook for Middle Level Leaders”). Compromise Compromise method allows both parties to achieve a portion of their goals and simultaneously uphold a positive relationship. Both the parties are unsatisfied with this method, but the problem can be solved temporarily and the team can move ahead towards their goals. This method helps to maintain positive relationship. While in this method the solution of the conflict may not be the best for both members, yet this method ensures that it is better not to arrive at any solution of the conflict (Rottier, J., “Implementing and Improving Teaming: A Handbook for Middle Level Leaders”). Principles for Leaders Team leader helps team members to identify their unique abilities and talents. The leader always seeks to provide environment, resources and opportunities that will allow them to use their special abilities to accomplish team goals. The leader finds ways to merge the needs of organization with the need of team members. A good leader takes active interest in each person of the group and endeavors to build positive relationship among team members. A leader has to continuously find ways to strengthen each member’s skills and self worth. The major skills which a leader must possess are team process facilitation, problem solving skill, good decision making skill and good communication skill. These skills help to move the team forward to accomplish its objectives and goals in an efficient and effective way. The team leader has to handle the formal communication responsibilities for the team. The leader should keep in mind that he is communicating on behalf of the group and not his own position (Armstrong, “Requirements of a Self-Managed Team Leader”). Comprehensive Message for Development Team The focus of development team should be strategic. The team must have clear stated vision and purpose so that they can be understood by all team members. Its role is to effectively design the program. The team members should have clear idea that how a team will typically operate. They should create a program in such a way that it accomplishes the group objectives. The team members should be carefully chosen. The leader can judge the interpersonal skill for selecting a member. The leader is in charge to manage conflict effectively. Often leader uses the integrative negotiation strategy to achieve mutual goal for development team. This strategy involves ‘selective avoidance’, where both the parties realize that besides conflicts there are more important things on which the team should give their focus and attention. Compromise method plays a significant role in integrative negotiation approach. Each party sacrifices their personal matter to gain something of greater value (Schermerhor & Et. Al., “Organizational Behavior”). Comprehensive Message for Program Team The program team effectively leads the new program. The team should set specific goals that are aligned and prioritized with team’s vision. All members of the team take responsibility for ensuring the goals. The unique talent of the team members should be utilized to their fullest extent. The leader must encourage their members through supporting their creative thinking. The leader should try to maintain the relationship between all groups. Managing diversity is an issue for program team. There are several approaches to solve the diversity. One is golden rule approach where each individual is treated with civility. According to this approach the major difference is individual difference. Assimilation approach calls for determining individuals to the style who are already dominant in an organization. Culture specific approach is another approach which is used to prepare members for an international assignment. Members are taught about the norms and practices of different cultures, in order to adjust their behavior for that cultural environment. The multicultural approach involves stimulating the consciousness and appreciation of dissimilarities associated with the characteristics, heritage along with the values of other groups (Phelps, “Understanding and Managing Diversity the Personnel Challenge for Leaders”). References Armstrong, Ron. “Requirements of a Self-Managed Team Leader”. March 16, 2011. Leader Values, 2005. Duarte, Deborah L. & Snyder, Nancy Tennant. Mastering Virtual Teams: Strategies, Tools, And Techniques That Succeed John Wiley and Sons, 2006. EzineArticles. “6 Steps To Setting and Achieving Realistic Goals For Yourself in Your Career”. March 16, 2011. Goal Setting, 2011. Hellriegel, Don. & Slocum, John W. Organizational Behavior Cengage Learning, 2007. McShane Steven L. & Glinow, Mary Ann Von. Organizational Behavior: Essentials Tata McGraw-Hill Education, 2006. Phelps, Michael E. “Understanding and Managing Diversity The Personnel Challenge For Leaders”. March 16, 2011. The Research Department Air Command and Staff College, 1997. Rottier, Jerry. Implementing and Improving Teaming: A Handbook For Middle Level Leaders National Middle School Association, 2001. Schermerhor & Et. Al. Organizational Behavior Wiley-India, 2006. Bibliography Case Study. Building a Coalition Organizational Behavior. Read More