No single individual can perform all tasks alone. It is for this reason that individuals often seek the help of others. This is particularly true for organizations which have large projects that call for team effort. Team work allows organizations to leverage the experiences, diverse perspectives and insights from different members. Before establishing teams, organizations should take great care to ensure that the team functions smoothly. West Coast has set up a team that is tasked with the responsibility of developing a marketing campaign. The intrigues and the harsh exchanges among the West Coast team members suggest that the team is dysfunctional and ineffective and conflict resolution measures should be instituted urgently.
Evaluating effectiveness of a team
Task performance is one of the elements that constitute the criterion for evaluating team effectiveness (Uhl-Bien, Schermerhorn & Osborn, 2014). Essentially, a team which is able to attain the set performance objectives can be considered effective. Another metric against which the effectiveness of a team is measured is member satisfaction. Ideally, an effective team should allow members to feel valued and that they are making a difference (Uhl-Bien, Schermerhorn & Osborn, 2014). Team viability is yet another element used to evaluate the effectiveness of a team. Basically, this measure assesses whether a team has any future.
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The West Coast team is ineffective. This is because the team fails in all three measures of effectiveness. One, the team is unable to execute the task at hand. This team has been asked to develop a marketing campaign for the company within six weeks. Tanney and Mahonney laments that the plan is simply too ambitious and unattainable. Two, this team fails to deliver member satisfaction. Tanney complains that the team is not being paid. The West Coast team also fails on the measure of viability. The differences among the team members are too grave and they threaten the stability of the team.
Stages of group formation
Forming marks the beginning of the group development process that Tuckman developed. At this stage, the team lacks clear guidance and the mandate that it is expected to perform is not clearly spelt out. It is common for the team to appeal for outside intervention at this stage (Egolf & Chester, 2013). Another feature that defines this stage is that there is some anxiety among the team members as their roles are not clearly defined. This stage is evident in the West Coast team. This is because at their first meeting, the members seem unsure about how to proceed. Storming is the second stage of the team development process. Here, the team members begin to develop some confidence in the team (Egolf & Chester, 2013). However, fractions and differences begin to emerge as regards the task at hand. Some members refuse to perform the task while others seek to undermine the leadership of the team. This stage is also evident in the West Coast team. The members give excuses for not wishing to perform the task.
Norming and performing are the third and fourth stages of the process of team development. When a team reaches the norming stage, the members express a desire to participate in the team’s affairs (Egolf & Chester, 2013). Constructive also happens at this stage. It is also at this phase that the team members begin to draw up plans for executing the assigned task. This stage is not evident in the West Coast team. The team does not make any meaningful progress as each member continues to raise questions about the achievability of the task. Instead of engaging in healthy dialogue, the members resort to harmful personal attacks. For example, Denson dismisses Tanney’s personal problems as complaints. At the performing stage, a team takes concrete steps to execute the task at hand. The West Coast team was unable to resolve their individual differences at the norming stage. There is no way that this team could progress to the performing phase. Adjourning is the fifth stage that marks the end of team development (Uhl-Bien, Schermerhorn & Osborn, 2014). Here, the team concludes its business and reflects on the achievements that it has made. No evidence of this stage can be seen in the West Coast team.
Behavioral profile roles
Edgar Schein identified three different approaches that members resort to: tough battler, friendly helper and objective thinker. The member who adopts the tough battler approach may display some aggression Uhl-Bien, Schermerhorn & Osborn, 2014). Furthermore, this member may question or reject authority as they seek to establish an identity within the team. Tanney is the member in the West Coast team who wears the tough battler face. She seeks to ensure that the team accommodates her personal problems. She also appears to disrespectfully question authority.
The friendly helper is the member who suffers insecurities and is uncertain about control Uhl-Bien, Schermerhorn & Osborn, 2014). Essentially, this member strives to be liked. Lea Jing demonstrates the friendly helper character. Although she does not offer to help, she is unusually quiet. While the rest bicker she stays quiet and simply observes. It could be that she does not wish to inflame the situation or cause any offense. The objective thinker finds ways to ensure that the team executes the assigned task Uhl-Bien, Schermerhorn & Osborn, 2014). Jon Mahonney is the objective thinker. He urges the team members to focus all their efforts on the assignment.
Effectiveness of communication
It can be argued that the members of the West Coast team do not recognize the important role that communication plays in determining whether teams achieve their goals. This is because the communication within this team is ineffective. The ineffectiveness of communication in this team can mostly be blamed on interpersonal barriers. Such factors as personality clashes, absence of trust and prejudices hinder effective communication (Uhl-Bien, Schermerhorn & Osborn, 2014). The members appear to be too different to communicate effectively. For example, Jing is rather quiet and she does not make any significant statements. On the other hand, Tanney seems selfish as all her remarks focus on her personal problems instead of helping the team complete the task. Further evidence of ineffective communication within the team can be seen in some of the statements that the members make. For example, Denson displays utter disrespect when he dismisses Tanney’s personal problems. Tanney does not help the situation when she storms out and says that she will not work with Pete until he apologizes. Effective communication requires respectful and calm exchange of ideas that facilitate compromise (Tench et al., 2017).
Types of conflict
Conflicts are inevitable components of group processes (Daft & Marcic, 2010). They are categorized into two broad types: emotional and substantive. The former type of conflict results from interpersonal differences (Uhl-Bien, Schermerhorn & Osborn, 2014). It occurs when individuals allow such feelings as anger fear and resentment cloud their judgment. Personality differences are also known to be behind this type of conflict. Substantive conflicts are fundamental disagreements that result from differences over how goals are to be achieved (Uhl-Bien, Schermerhorn & Osborn, 2014). This conflict can occur when different members push for the use of particular approaches that other members disagree with. Both emotional and substantive conflicts are evident in the West Coast case. One of the substantive conflicts regards whether the task that the team is required to execute is practicable. Tanney insists that the task is unattainable and massive. On the other hand, Mahonney is confident that the team can achieve the task. Another instance of substantive conflict regards Tanney’s complaints. She raises valid arguments about the damage that her personal life has suffered as a result of her demanding job. The main display of emotional conflict can be seen in the tense exchange between Tanney and Pete. She categorically states that she will not work with Pete until he apologizes.
Conflict management
It is true that conflicts are unavoidable elements of group process as has been made clear above. However, various approaches have been developed to facilitate the resolution of conflicts. Denson can use some of these approaches to solve the challenges that the team is facing. Appealing to shared goals is one of the indirect conflict management techniques that Denson should use. This method allows team members to abandon their differences and focus on the common goal. Denson could remind the team that they must develop the marketing campaign within six weeks and this can only be achieved when all the members contribute their effort. Denson may also apply indirect conflict management methods. Compromising is one of these. Essentially, this method sees the team members pursue an objective that is acceptable to all instead of one that is optimal. Given the fundamental differences and disagreements in the West Coast team, it is nearly impossible to convince the members to work on delivering the marketing campaign within the required time. For this reason, Denson should relax the demands of this task. For example, he could extend the time for working on the task. This solution will allow Tanney to attend counseling, attend to her personal matters and still avail herself for the group project.
Activities and disruptive behavior
Task leadership and maintenance activities are vital for team viability. The former type of activities allows a team to work on projects while the latter enhances the emotional wellbeing of team members while promoting social cohesion (Uhl-Bien, Schermerhorn & Osborn, 2014). Initiating discussion is one of the task specific leadership activities that the West Coast team needs to focus on. This activity will enable the team to iron out the issues and differences. Recognizing the contribution that the team members make is among the maintenance activities that the West Coast team should undertake. The team should also stay clear of certain disruptive behaviors. Disrespect is one of these behaviors. There is particular need for the team to respect the concerns that Tanney has raised about her personal problems.
Motivational problems
Jing, Mahonney and Tanney display some motivational problems. Jing’s problem concerns interest. She is due for a transfer to another department in a month. Therefore, she does not have much at stake. On the other hand, Tanney finds it difficult to commit to a job that is responsible for her struggles. Mahonney’s motivational problem results from the fact that they are not being paid. Offering Tanney more time to attend to her personal needs is one of the strategies that can be employed to address her motivational problems. This strategy is based on content theory which holds that motivation can be achieved when needs deficiencies are eliminated (Uhl-Bien, Schermerhorn & Osborn, 2014). To fix Jing’s motivational problem, Denson should congratulate her for her efforts and commitment. This technique borrows from reinforcement strategies which recognize and reward the work that team members do (Moore, 2014). Attaching remuneration to performance holds the key to solving Mahonney’s motivation problem. Since he complains that they are not being paid, he should be offered monetary rewards for his contribution. This solution is based on the process theories which examine the underlying forces that determine the productivity of a team member Uhl-Bien, Schermerhorn & Osborn, 2014). The solution is also a form of reinforcement strategy.
References
Egolf, D. & Chester, S. (2013). Forming Storming Norming Performing: Successful Communication in Groups and Teams. Bloomington, IN: iUniverse.
Daft, R. L. & Marcic, D. (2010). Understanding Management. Boston: Cengage Learning.
Moore, K. D. (2014). Effective Instructional Strategies: From Theory to Practice. Thousand Oaks, CA: SAGE Publications.
Uhl-Bien, M., Schermerhorn, J. R. & Osborn, R. N. (2014). Organizational Behavior. Thirteenth Edition. Hoboken, NJ: Wiley.
Tench, R., Vercic, D., Zerfass, A., Moreno, A. & Verhoeven, P. (2017). Communication Excellence: How to Develop, Manage and Lead Exceptional Communications. New York: Springer.
