Communications and Team Building
Executive Summary This team self-diagnosis examines the team’s strengths, weaknesses, and overall performance via an examination of team development and dynamics. The team formed primarily on the basis of existing relationships. These relationships helped to quickly build trust and enabled the team to progress rapidly through the forming and storming phases. Team members established their roles and responsibilities at the first meeting along with a common vision and a common working approach. The use of a shared leadership model worked for this team because members kept their commitments right from the start. Knowing that one’s teammates would honor their commitments quickly established mutual accountability. Trust was developed so rapidly that the team was not compelled to establish explicit ground rules. Though several national cultures were represented on the team, culture proved to be an insignificant factor in team development or function. Team interactions were primarily task oriented rather than social. Team members easily came to consensus and demonstrated they would yield their personal viewpoints for the betterment of the team. Weaknesses identified by the team were occasionally rushing too quickly to consensus; on some topics, more time might have been needed to thoroughly understand another’s viewpoints. Also, the team might have benefited from formal ground rules, occasional checks to ensure there was explicit agreement on decisions, and evaluating individual personalities earlier in the life of the team. Overall, the team functioned very well. The team felt it had the potential to be a highperformance team had members been able to spend more time together to focus more on social interaction.
Cyris, Julie; Mavuwa, Kuli; Oommen, Liju P.; Hazenberg, Peter; Leavengood, Scott; and Dontula, Suresh, "Report 2: Team Self-Diagnosis" (2003). Engineering and Technology Management Student Projects. 1457.