Walking the Teamwork Tightwork
One of most favored management model is teamwork. Every management consulting system is basically a refinement of the connective tissue of the team—getting different parts of the company to communicate, coordinate and cross-pollinate. However, the issue about teamwork is that what matters is the end result whatever contribution each member exerted towards the product. In teamwork, every member shares the credit but not always the workload. The question, therefore, is where to draw the line between self and the group. Four factors need to be considered: • Is it reciprocal? Support should be two-way.
If you help out now, make sure that he helps you out the next time it’s your turn to seek assistance. • Is it occasional? Occasional support is reasonable but regular assistance is already doing her job for her. • Is it significant? Quality is desirable, but not central to every aspect of your job. There are some instances where someone else’s excellence is essential to your success. • Is it advantageous? Don’t pick up someone else’s slack. Look out for yourself, but be a team player. Here’s how to walk the line: • Do not complain. Nobody likes a tattletale. • Make constructive suggestions. • See that you shine. • Don’t keep score.
Be generous and committed at the same time. Personal Analysis There are two extreme personalities that make teamwork hard to work, yet are constantly present in most teams: the overzealous control freak and the lazy bone that doesn’t care for the team or the project to be accomplished as long as something is submitted on the deadline. The article is ideally for the person who is neither of the two types. It advises the reader to stay in the middle; to not take the burden of all the tasks required to complete the project and at the same time, not to be a passive member who couldn’t care less about the other members or the project.
No advices such as those in the article, however, would get the lazy to work. He needs threats or other stronger interventions. On the other hand, the article could be a cautionary piece for the control freak to check himself from assuming all the tasks and defeating the essence of teamwork, however good the end product would be. It is not worth submitting a perfect work when it has only been done by one or two members of a group of more than this number. The article is a good read for any group leader.
Every group should have a leader who is neither of the two personalities mentioned earlier. The leader’s task is to achieve a balance when assigning tasks to accomplish a project. He should ensure that the essence of teamwork, working together with each member contributing, is carried out even if the end product is not as good as when it have been done by one person only. Finally, the tips in the article are focused toward the group member but it would help if those who are going to judge the end product be also given the responsibility of ensuring that actual teamwork is carried out.
Accountability should be included in rating the end product. The teacher, manager, supervisor or the one giving the grade should ask the team to talk or write about how tasks were divided among members. If members were aware of this criterion in the assessment, it would be easier for the leader to assign tasks and to ensure participation from all.
Sills, Judith. “Walking the Teamwork Tightrope”, Psychology Today. 28 July 2008. Retrieved on 31 August 2008 from http://www. psychologytoday. com/articles/ index. php? term=pto-4374. html