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Group Vs Team

Members of teams that focus only on administrative purposes and individual goals tend to lack ownership over their work, creativity, trust among colleagues, and effective conflict resolution. However, teams whose members feel mutually supported in accomplishing personal and team goals, are committed to common values, contribute unique skills and knowledge, openly communicate ideas and issues, and quickly resolve conflicts constructively tend to be more productive and successful organizations.

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shanumanuranu
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102 views1 page

Group Vs Team

Members of teams that focus only on administrative purposes and individual goals tend to lack ownership over their work, creativity, trust among colleagues, and effective conflict resolution. However, teams whose members feel mutually supported in accomplishing personal and team goals, are committed to common values, contribute unique skills and knowledge, openly communicate ideas and issues, and quickly resolve conflicts constructively tend to be more productive and successful organizations.

Uploaded by

shanumanuranu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Group

Team

Understand
ings

Members think they are grouped


together for administrative
purposes only.

Members recognise their


independence and understand both
personal and team goals are best
accomplished with mutual support.

Ownership

Members tend to focus on


themselves because they are
not sufficiently involved in
planning the unit's objectives.

Members feel a sense of ownership


for their jobs and unit, because they
are committed to value based
common goals that they helped
establish.

Creativity
and
Contributio
n

Members are told what to do


rather than being asked what
the best approach would be.

Members contribute to the


organisation's success by applying
their unique talents, knowledge and
creativity to team objectives

Trust

Members distrust the


motives of colleagues
because they do not
understand the role of
other members.

Members work in a climate


of trust and are encouraged
to openly express ideas,
opinions, disagreements
and feelings. Questions are
welcomed

Conflict
Resolution

Members find themselves in


conflict situations they do not
know how to resolve. Their
supervisor/leader may put off
intervention until serious
damage is done, i.e. a crisis
situation

Members realise conflict is a normal


aspect of human interaction but they
view such situations as an
opportunity for new ideas and
creativity. They work to resolve
conflict quickly and constructively.

Participativ
e Decision
Making

Members tend to work in an


unstructured environment with
undetermined standards of
performance. Leaders do not
walk the talk and tend to lead
from behind a desk.

Members work in a structured


environment, they know what
boundaries exist and who has final
authority. The leader sets agreed
high standards of performance and
he/she is respected via active,
willing participation.

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