Ineffective Teams

Introduction
Teams have been described as
"...A small group of people with complimentary skills who are committed in a shared purpose, succeed or fail together, and who hold one another accountable..."
John Katzenbach as quoted by Michelle Gibbings, 2024
For teams to work members:
- have to be able to rely on each other, ie individually and collectively
- encourage and support each other
- focus on each role within the team
- always doing the best
- have complete trust in each other
- generally happy with other team members.
However, many teams are only teams in name
"...There might be posters on the wall extolling the teams values, but no lives up to them. There is a lack of care, connection and interest. It feels competitive and draining......the teamwork was surface-level only..."
Michelle Gibbings, 2024
If a team is working well, it
"...harming, connecting......it's visceral. You can feel it. You can see it, too, in terms of the outcomes and results. But most of all, you feel it. It feels so good......it's the ultimate working environment..."
Michelle Gibbings, 2024
Some more obvious characteristics of an ineffective team:
"...- An inadequate leader who does not care about the team
     - inconsistent communications or a lack of communications
     - low trust where the challenging issues are discussed because there is a fear of conflict or reprisal
     - avoid its accountability and lack of direction..."
Michelle Gibbings, 2024
Some early warning signs that are detrimental to the team functioning (8)
1. Too much focus on individual success (do your words and actions demonstrate that people in the team matter;
"...it's about where you focus your energy and time, and how you prioritise it...... is about whether those efforts are focused on individual needs or collective good, and individual success or team success..."
Michelle Gibbings, 2024
2. Mis-allocation of resources (allocation of resources can be seen as a status symbol and a pathway to progress; effective teams know how to carefully and skilfully share resources and are happy to do so; focus on what the team is collectively setting out to achieve)
3. Information overload (need to be aware of the information doesn't add value but distracts and diverts attention away from the important things;
"...Effective teams know what and how to share information. They don't obscure needed information from the view of others, and similarly, they don't flood their colleagues with information..."
Michelle Gibbings, 2024
4. Not understanding the changing team dynamics (understanding group dynamics and functionality is important especially when there are changes in team like membership, etc; every time there is a change, there is a need to revisit value statements, team charter, etc
"...teams will often spend time working out and agreeing on their ways of working. However, once it is completed.....it is cemented in place. this approach fails to appreciate that team's dynamics shift every time...... there is a change, you need to reassess the team dynamics and gain discuss and agree on the principles as how you will work together......this takes time, but it's the most effective way of ensuring buy-in an agreement on your team is ways of working. you want everyone working from the same base of understanding so they know the standard and can hold each other to account..."
Michelle Gibbings, 2024
5. Not appreciating context matters (don't assume what worked in the past or elsewhere will work now or in the future; there is no 'one-size-fits-all'; remember, context matters, individuals matter:
"...a team that is made up of unique personalities have different experiences and expectations......you need to contextualise how you lead and be acutely aware of the system in which you are working..."
Michelle Gibbings, 2024
6. Poor time management (as team ended members spend a lot of time together time management is important; for meetings have a clear purpose, agreed to agenda; punctuality, attendance and preparation are important; need to respect each other's time)
7. Over-complicate things (need to be clear
"...find who is doing what and when, who has the decision rights, and who is accountable......being a team doesn't mean everyone is involved with everything..."
Michelle Gibbings, 2024
On the other hand
"...When everyone wants a seat at every table or to have an opinion on every idea, it can over complicate processes, lead to ineffective decision-making, and slow down process..."
Michelle Gibbings, 2024)
8. In performance accept mediocrity (if you accept substandard work, poor behaviour, etc it will become the norm;
"...You want your team to hold themselves and each other to high standards and then have courageous conversations when things go off track..."
Michelle Gibbings, 2024)
Summary
It takes work to develop a thriving, dynamic and awesome team environment.
"...you must want to be a team and be prepared to apply continuous effort, self reflection, a group reflection. You want every team member committed to making the environment one where everyone can be themselves, be respected and contribute their best..."
Michelle Gibbings, 2024
Use the RSSCI to allocate responsibility, accountability,etc (see p. 2264)