When building a new team, we need to work systematically with team attributes that define team processes. It takes time to learn them and regularity with which to implement the necessary team processes. Every functioning team starts as a mere group reaching its full potential only if given enough time. What makes an effective team is the interconnection of the common goal of the team and the individual goals of each member.
TEAM
Motivation to achieve common goals, where: “If one of us achieves the goal, we all achieve it.” or “Everyone contributes to achieving the goal – everyone on the team gets a share of the reward.”
The team always has a common purpose and goal, and every team member benefits from its achievement.
GROUP
The need and will to achieve a common goal are missing. The experience of overcoming difficulties together and mutual values are missing.
A shared goal exists only at an individual level. For example, sprinters in a race want to achieve the same thing, yet they are not a team but mere competitors.
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TEAM
The is a deep connection and frequent contact between team members.
GROUP
The connection and interaction between group individuals are low.
TEAM
A well-functioning team can “fill” all the key and currently required team roles to complete needed work and achieve a set goal. Members can use their strengths freely and complement or replace each other.
GROUP
Team roles also work in a group, but their flexible complementarity and substitution (when necessary) will not be as effective, natural, and goal-oriented, but driven by individual goals.
TEAM
There is a willingness and openness to change the team leader. The leader seeks solutions together with the team.
GROUP
The leader, if he exists, manipulates group members to his advantage. The leader does not ask about the opinion of the group members.
TEAM
A lot of opportunities for discussion. Moving towards common communication rituals, unified meanings.
Knowledge about who the leader is. Processes that reinforce his authority.
GROUP
Little communication between members. A group member cannot define a common standard.
The group has no clear authority and no defined rules of conduct.
TEAM
The ability to suppress individual interests for group interests. Cooperation and understanding of team interests. Working with the team and individual interests.
GROUP
Ambiguity in roles. Often the group presents itself as a disparate body that consumes a lot of energy to clarify its processes.
TEAM
Processes that make similarities visible. Promoting accountability for the outcome.
GROUP
Low incidence of the word “we”. Differences are visible. Low individual responsibility of group members for the outcome.
TEAM
Processes leading to awareness of historical moments in the team. For example, in the form of rituals.
GROUP
There is no shared past in a group.
