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Team Dynamics “Coming together is a beginning, staying together is progress, and working together is success.” - Henry Ford Many organizations are harnessing the power of teams to improve performance and replace traditional “command and control” methods. Robinson defines a team as “[…] a unit of people with complementary skills who are committed to a unilateral purpose and hold themselves mutually accountable for performance to goals using a common process” (Maintenance Management 2506). While effective teams may indeed generate synergistic results, ineffective teams may actually prove to be counter-productive. Team dynamics are affected by the characteristics of the individuals and the ways in which they interrelate as a group. Achieving high performance levels with teams is dependent on constructive interaction among the members. Teammates must be able, and willing, to draw on the individual strengths of each other as well as to compensate for weaknesses. While teams are used in many different ways, for this discussion we will focus on project teams. In constructing a project team, it is important to include members with complementary skills. The proper mix of skills and abilities is a crucial factor in the team’s success. The selection process should ensure that the team is composed of people who possess the appropriate technical knowledge, the ability to solve problems effectively, and are able to make sound decisions. It is also important to include members with strong interpersonal skills (Thompson, Aranda, Robbins et al 253). The latter can be especially important since each team member brings to the group his or her own unique personality, biases, and interests. This diversity is one of the reasons that effective teams are able to achieve levels of performance greater than that of the individuals; however, these differences may also be a source of conflict within the group. When a team is starting out, if those with stronger skills decide to move forward without consideration of those who do not possess the required skills, the team will begin to fall apart (Yager 11). To prevent this, and achieve optimal results, the team should draw on the knowledge and skills of each member, requiring them to be engaged in the process. Yager notes, “All learning, if it is to be effective, must proceed from awareness to choices and options, and then to applications and change” (11). In designing the way in which a team will operate, it is important to consider the different personality traits of the members and the affect on team dynamics. While some people are influenced more by their feelings, others require facts. Domineering personalities may cause those who are less assertive to withdraw and avoid voicing their views, potentially resulting in a loss of valuable insights. Personality and behavioral style tools such as the Meyers-Briggs Type Indicator and the DISC Assessment can provide an insight into the ways individuals may interact with others. With a better understanding of their styles, team members can determine the most effective way to approach each other. The attitude each member brings to the process will have an influence on the dynamics of the team.
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