Corporate World Essay, Research Paper
?One plus one equals 11, not two; this is not weird mathematics, but
These days everyone is talking about team building, and the value of
effective team work is demonstrated by many organisations from large
industrial manufacturers to small dedicated service providers.
However, most people have experienced huge upheavals in many dimensions
of their working lives. Some teams call for something deeper and more
difficult than team building. We name this deeper process Team Healing.
A team is more cohesive than a work group. It operates in an integrated
way and enjoys closer-knit relationships. To some extent a team shares
a number of features in common with a family and can be viewed as a
family writ large. As in a family, there is a special sense of belonging,
real interdependence and a shared history. Team members work closely
together and spend a great deal of time together. They come to know each
other well and depend on each other to fulfill social, emotional, and
task-related needs. Caring, trust and respect contribute to team harmony
just as they contribute to family harmony. And, as in a family, its
members depend on each other to fulfill their needs.
Being human, our needs accompany us to work. They are part of us; we
cannot leave them off at the entrance, or at the exit, for that matter.
What happens to us during the course of the days, months and years we
spend in working careers has a definite impact on our psyches. How well
we function with others, and how well we are treated by others, is very
important to our success and personal satisfaction.
TEAM PSYCHE IS A REFLECTION OF INDIVIDUAL PSYCHE
While individuals have needs, so do teams and organizations. The needs
listed below reflect how those needs are related:
The need for individuals to experience harmony, and the need for
teams to operate harmoniously.
The need to experience caring, and the need for teams to demonstrate
caring for all their members.
The need to be informed, and the need to encourage communications.
The need for shared values, and the need to pursue corporate values.
The need to feel included and accepted, and the need to form cohesive
The need to feel influential and the opportunity leaders can afford
members to participate in important aspects of the management process.
The need to be associated with something that transcends the self,
and the opportunity to belong to an organization whose products and
services are valued by society.
The need for a sense of direction and purpose, and the mission and
vision pursued by the team.
The need to socialize, have fun and enjoy the company of others, and
the opportunities that teamwork can provide for creativity and
Therefore, teams should be build on ?F.A.M.I.L.Y. V.A.L.U.E.S.?
In other words, TEAMS SHOULD BE:
F – OCUSED : On their goals, on the contributions they make, their
customers and the standards that govern quality and
A – DAPTIVE : Flexible and able to take action to anticipate or meet
changing environmental demands. And they should have facility in
M – ISSION-ORIENTED : Clear about their missions and purposes.
I – NVOLVED : Involved in decisions that affect them, in planning,
contributing ideas, suggesting goals, initiatives and
L – ED : Provided essential direction, vision, example, the ethical basis for action, expectations for performance, priorities. Leaders
should protect and build their teams, remove obstacles, and provide resources.
Y – OUTHFUL : Creative, spirited, and excited about what they do.
V – IBRANT: Active in instituting initiatives that align with and help
A – SSESSED : Active in periodically examining their operations and the
L – INKED : In alignment, vertically and horizontally. Their work operations should be well-integrated with other teams and
departments as well as with external stakeholders. Cooperation should be the norm.
U – NIFIED : Cohesive in spirit and singular in direction.
E – MPOWERED : Given authority to act in furtherance of their
responsibilities. Given wide latitude to take actions to satisfy internal stake holders and external ?customers.?
S – ATISFIED : With their jobs, their leaders, their support, their rewards, and their contributions. Leaders who attend to these factors are likely to achieve high perrformance and excelent morale.
Over the last few years, we have been involved in a number of situations
where a team was in severe difficulties. Examples include:
people forced to work together following mergers;
groups with a mutual mistrust and competing agendas;
teams in which particular individuals have behaved badly, and yet
need to be reintegrated into the team
executive teams that have been through power struggles and political
There are no magic solutions to these problems, and the journey from
team sickness to health may be a difficult one. However, the most
difficult stage is sometimes simply to admit that a team is not working. It is
one of those issues that is more comfortably left in the shadows of
organisational life than directly addressed.
But that is only delaying the inevitable. The risk is that the
situation will deteriorate until either a key player leaves, or the
organisation is forced into more drastic measures such as an unwanted
reorganisation. Both of these are costly outcomes that will hit productivity even
There is no blueprint for success, but there are some definite stages
that a team will need to work through. Often our starting point is a
group of hurt people, suffering bruised feelings and resentment. There is
a real need for people to listen with their whole heart, which is much
more difficult than it may sound, as it leaves you vulnerable. The crux
lies in enabling the team to understand what has really been going on
from everyone?s perspective, and how different people feel differently
When people are truly heard and understood by their antagonists,
something profound happens to both sides, and it is this which allows real
change, starting with a change of heart. Because this level of listening,
with the routine defense/attack responses outlawed, causes people to
draw on a deeper level of their humanity, to explore more subtle nuances
of their feelings, which in turn often evinces a surprising compassion.
The pull towards the old habitual way of working can be very strong,
and we see our role as helping people to turn their good intentions into
reality. Once the corner is turned and things start to improve, there
is more energy for the future, but there is still a risk that a careless
word or action can set up a downward spiral, so reviewing and
stabilising the new approach is crucial.