After reading this week’s reading by Jon R. Katzenbach and Douglas K. Smith, I was left feeling somewhat apprehensive about being assigned our project groups later on in the week. I was feeling this way because in the reading it highlighted a variety of potential problems groups can face, and it also showed that a group of people does not necessarily form a team.
Katzenbach & Smith (1992) show that merely calling a group of people a team does not make it one. This was a key point of the reading that stuck with me, and has stuck with me throughout the week because it got me thinking about how important the group members will be that are in my group for the mikes bikes simulation. I came to the conclusion that I was placed in a group with people that had similar goals and work attitude to me then there would be a much higher chance of us forming a functional team.
Now, at the end of the week, the groups have been assigned and I can honestly say that I believe if what Katzenbach & Smith (1992) said about groups becoming teams is true, then we will in no time be a highly productive team. We all have similar goals, work ethics and interests, which will allow us to effectively bridge the gap between groups and teams.
Another section of this week’s reading I found interesting was the complimentary skills mentioned in Katzenbach & Smith (1992)’s reading. They broke this up into three sections, Technical expertise, problem solving and decision making skills and Interpersonal skills. Katzenbach & Smith believe that effective teams have the right mix of all three of these aspects in order to be able to perform efficiently. From the position I am in, after the hour I have spent with my team, it is clear to me that we have a great deal of interpersonal skills, as for the other two on the list only time will tell.
Overall at this stage of the group work I am happy with the team I have been placed in and am looking forward to future experiences with them to see how we progress, either as a group, or as a team.
Katzenbach, J. R. & Smith, D. K. (1992). Why teams matter. McKinsey Quarterly, (3), 3--27