This week was all about the forming of teams and the difference between effective ones and those that are inefficient. One of the major points that I've learnt this week is about the importance of combining people with similar goals from the beginning of the process. Aligning people's expectations they are expecting to get out of the course will resolve in a reduction of conflict within the team. One of the main conflicts teams are faced with is certain members not pulling their weight and share of the work. By grouping people together with similar goals the likelihood of this occurring is drastically reduced. Levelling team members expectations of the ending outcome from the team work means no one will be seen as not doing enough as they will in theory all be doing the same amount. In this week's reading why teams matter it mentions that concrete performance results are what teams are all about. When the goals of team members do not define a specific result it is unlikely for the teams results to be truly successful in what they wanted to accomplish (Katzenbach & Smith, 1992). This shows the importance of unified goal setting in the formation of teams as is seen as key to success. I found this a challenge when writing my CV over the last week as I knew this would be a major factor in which teams were selected on. Only being able to pick one goal for the entire assessment was a challenge for me, stuck between fun loving and learning focused. In the past I have often dreaded working in teams at university with often 100% of the focus being on work all the time. However lucky enough the team I turned out to be put together seems to have similar ideas toward group work as me, so hopefully a positive outcome in our mikes bikes project.
Katzenbach, J. R., & Smith, D. K. (1992, September 1). Why teams matter. Mckinsey Quarterly, pp. 3-27.