Team building is crucial for any organization that seeks to solve its issues by subjecting them to a discussion to get answers. The group dynamics must be analyzed to prevent a nightmare of a meeting. For instance, the meeting between sally and her colleagues ended in stalemates three times over. A properly constituted meeting cannot issue up to the fourth meeting to reach a consensus (Mohanty, 2018). It is not about making compromises or anyone winning but realizing the key reason for having the meeting. There are crucial elements in the sample meeting that are missing, explaining the shambolic and unfruitful meetings.
First of all, the members of this group did not all meet at the concise hour. Some like sally just strolled in the meeting and exchanged pleasantries instead of offering an apology for lateness. The other members are either distracted like Walt, who is on Facebook throughout the meetings, or Connie, who is so invested in her correctness that she cannot change her mind to accommodate other opinions (Mohanty, 2018). The reader even wonders why these people were meeting, for they seem to have been picked out of a random group without any real working relationship. The dynamics of the group are just wrong, and the leadership a sham.
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Before the meeting, the group should have deliberated on the key purpose of meeting up. The organizational requirements take precedence over personal affairs. The group discussed even took the time to sing a birthday song to one of them. No one mentions why they are gathered, and even the ideological one is too afraid to speak. In the first place, phones should never have been allowed in the meeting due to their distractions (Mohanty, 2018). The leader should have formerly introduced the meeting agenda and provided a framework of getting to the expected results in the allotted time. The recommended format is not followed in this meeting. No one introduces the meeting formerly or offers to give way forward to solve the problem.
The problem is that the dynamics of this group were wrong. The manager did not screen these members before putting them in a group. One of the members is a bully with anger issues, another a social influencer interested in knowing how the members slept, and the other is too timid to give her brilliant ideas. The other two are hard cores too distracted from what is happening by their selfish, petty mannerisms. The group has not been forged through the steps of team formation (Mohanty, 2018). It appears as if all the members are in the forming process where they are just in a group, and there are no obstacles. When obstacles arise in the storming phase, the members have become disoriented and confused. The next steps of norming, performing, and adjourning cannot be realized because they are dysfunctional.
There are blocking mannerisms in John, who thinks that he is better than everyone else and even treats the leader with disrespect. John is used to silencing down other members whenever they want to contribute something. Lucia is weak and incapable of expressing herself without fear of being harshly interrupted (Mohanty, 2018). This fear has hindered her from contributing anything despite having brilliant ideas. There is weak leadership in the team. A strong leader enforces an environment of order and decorum in his team. This team does not even have a team culture.
Culture is what molds the members together like glue. The culture dictates the code of behavior and the standards of operation. Communication channels are also covered in the culture of the team. In the scenario discussed, the team urgently needs a leadership style that inspires cooperation (Mohanty, 2018). Without teamwork, the expected results will not be realized even within the 24hr ultimatum. The team leader has to instill a culture of communication, respect, and objectivity in the team. Otherwise, the goals of the team building can be forgotten, and the team disbanded.
References
Mohanty, A., & Mohanty, S. (2018). The impact of communication and group dynamics on teamwork effectiveness: The case of service sector organizations. Academy of Strategic Management Journal , 17 (4), 1-14.
