Team LT2: Week Two All is Well
Yukl (2013) describes virtual teams as
those whose members are located across separate geographic locations, seldom
meet in a “face-to-face” setting, if ever, communicate through e-mail or by
using other forms of technology, form a “cross-functional team”, on a temporary
basis, in order to complete a “specific task” (p. 261). Such is the case with
team “LT2”, a virtual group with members assigned to it for a temporary, nine
week span, by Dr. Daryl Watkins of Embry-Riddle Aeronautical University. As
explained by Dr. Daryl Watkins (2016), “Leading High Performance Teams” is the
continuation of the course titled, “Organization Development”. Whereas the
first half of the course provided for individual students to review and submit
answers for certain case studies; the second half creates teams, asks teams to
review cases studies, and submit a final assignment that represents the talents
and contributions of individuals blended to form a collective response. The
team charter and its completion is the first assignment and from this certain
information critical to a successful team may be gleamed.
Although Team LT2 will rely on both
structural and technological strategies to effect the change needed to bring
individuals together in a way that forms a high performance team, Brown (2011)
increased morale and motivation are realized when the “vast untapped resource”
of “human assets” is both recognized and incorporated (p. 178). Team LT2 began
to uncover its list of talents with the completion of the team charter. As
Brown (2011) notes, developing a team is done with two goals: the team’s agenda
and how the team will complete its agenda. The team’s first task, completing
the charter, began with one team member’s use of initiating and suggesting
(Brown, 2011). The task was initiated by posting the entire instructions. The
way to complete the process was suggested, based on that team member’s past
performance with other teams. Based on the subsequent posts from fellow teammates,
it appears the suggestion did not require any elaboration; however, when one
group member asked if others still had to complete the charter, the entire
group list was posted so all would know which members still needed to complete
the charter. Brown (2011) states a virtual team comes together when “a common
purpose and objective” is shared by all members (p. 263). As each member
completed his or her portion of the charter, the initial leader returned to
that of a follower as a new member emerged as the leader who would have the
responsibility of submitting the assignment.
Brown (2011) chronicles six steps for
developing a team. Team LT2 initially met through a discussion thread designed
to be a group check-in. Following that, the initial meeting for the charter was
set up as a separate discussion thread. The instructions established the goal.
Each member completed his or her portion, renamed the file as the next
sequential version of the charter, posted the document in the group files, and
indicated in the group discussion thread their charter section had been
completed. The completion of the charter is a fairly simple task; however, it
cannot be completed by one person, as such, cooperation was high with Team LT2
because “sharing of information” was a must in order to achieve the first group
task (Brown, 2011, p. 300). Quite honestly, completing the charter has been an
easy task to complete with prior groups. Unfortunately, the cooperation and
collaboration so eagerly demonstrated and welcomed, will soon turn to
competition and conflict. Factors outlined in the charter, identified as the
barriers that could inhibit successful completion of group assignments: failure
to communicate and to check discussion boards regularly did not occur this
week; however, one group member has already started looking ahead and has asked
for feedback and group consensus regarding the creation of a group chat using
GroupMe and linking us all through our cell phones. It will be interesting to
see what feedback is provided and what decision is made. Team LT2 spent one
week on the charter. Brown (2011) summarizes “Intergroup Development” as, “The
major objectives of intergroup interventions include a better way of working
together, increased recognition of interdependence, less competition, and more
collaboration” (p. 305). Hopefully this group member is not the only one to
read these words.
References
Brown, D.R. (2011). An Experiential
Approach to Organizational Development. (8th ed.). Upper
Saddle River, NJ: Prentice Hall.
Watkins, D. (2016). Welcome. In Announcements – My Courses @Embry-Riddle. Retrieved
from
https://erau.instructure.com/courses/35269/discussion_topics/468745
Yukl, G. (2013). Leadership in Organizations. (8th
ed.). Boston, MA: Prentice Hall.
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