Document Type

Closed Project

Publication Date



Dragan Milosevic

Course Title

Communications and Team Building

Course Number

EMGT 522/622


EXECUTIVE SUMMARY A team is defined as a small group of individuals with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable [7]. The aim of this paper is to perform a self-diagnosis of our EMGT 522 team, analyzing the factors that contributed and detracted from our team’s performance. The paper is structured around five key elements of our team, Team Development Model, Team Mechanics, Team Communication, Culture, and Personalities and Roles. While interconnected by the theme of team performance, each of these sections discusses a key attribute to the success and failure of our team. This paper also discusses the tools the team used, the effectiveness of the team performance, and several relationship and team dynamics issues including cross-cultural issues. While we did achieve ‘Real Team’ status, we failed to become a ‘High Performance Team’. The primary reason is our high ENTJ personality component prevented us from taking the final emotional leap to a high performance team. We did not build team spirit, and we did not have enthusiasm towards creating new and creative methods to attain our performance challenge. One might argue that the constraints placed on this class prevent most teams from ever becoming a high performance team. For these reasons, a ‘Real Team’ may be the extent to which we could achieve under the class constraints. We did experience the standard forming and norming processes including team mission, charter, and ground rules. Where we failed was in emphasizing the performance ethics of the team; we focused instead on the performance challenge. The key behavioral attributes apparent in our team, which led to a ‘Real Team’ performance, were taking responsibility, following through, contributing adequately, communicating well, and actively listening.


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