High Performance Teams, Essay Example

Introduction

This review explores the definition of ‘High Performance Team’, the function and use of these teams , the characteristics of the team and team leaders, the road to becoming a team and reaching High Performance, and High Performance in virtual teams.

What is a High Performance Team?

Before being able to describe the characteristics of a High Performance Team, it is vital to first understand what exactly is meant by the term. Scholtes, Joiner and Streibel (2003) define a team as ‘a group of people working together to achieve a common purpose for which they hold themselves mutually accountable’. Furthermore, they mention the following elements of a typical team:

– The members have a shared work product
– Tasks are interdependent: the work could not be accomplished by people working independently
– There is shared responsibility for output and results
– There is a commitment to a common approach of working together
– Members collectively manage their relationships across organizational boundaries

For the term ‘High Performance’, Boxall and Macky (2008) provide three concepts that are embedded in the term: performance, work practices and systemic effects.
High performance in its turn can be measured by the degree in which goals are achieved. For example, Losada (1998) Evaluated performance by using three indicators: profitability, customer satisfaction and assessments of the team by fellow employees.

A High Performance Team can be viewed as a group of two or more people that are interdependent individuals who work together in a specific manner to achieve a common purpose. Holmes, (2005)???? Goede definitie?

– Phases in team forming
– When is high performance reached?T

he use of High Performance Teams

Furthermore, in business life organizations frequently face problems that can only be solved by combining the knowledge, skills, experience and perspectives of a wide range of people. According to Peter Scholtes (2003), this is where dynamic, productive teams make a difference. Holmes (2005) also mentions the inability of companies to develop the conditions necessary for the creation of a High Performance Team as the most significant reason for the failure of company performance or process improvement. Additionally, the existence of a High Performance Team is vital when it comes to change management. Shalock and Verdugo (2012) mention the creation of high performance teams that are organized, informed, empowered and accountable as one of eight necessary change management approaches.

The road to high performance

The process of changing from a group of individuals to a team that performs on a high level usually proves to be quite difficult and can take quite some time. The usual team development progress follows a rather predictable pattern, which is why four different stages can be identified:

Forming

In this stage of exploration, members are occupied with matters of orientation. They check the boundaries of the group by testing behavioral limits. Furthermore, group members have to think about and divide the roles.

In the Storming phase, conflict emerges between the group’s members. They might not like the fact that they’re bound to group rules. Moreover, they might not like the appointed leader(s) or task approach. The performance of the group during this stage is generally quite weak compared to the other phases of the forming process. DuFrene and Lehman (2012)
Task accomplishment can be severely hindered by conflict, as two members in conflict tend to neglect each others’ ideas.

Norming

In this stage, the level of group cohesiveness increases and the feeling of belonging to a group is developed. New rules and roles come into existence during this phase and the members are more open to each others’ opinions.

Performing

In this stage, interpersonal conflicts are resolved. Due to this, the group can focus all its energy on the completion of the tasks. Egolf and Chester (2013). This stage is where the highest level of performance is reached. DuFrene and Lehman (2011)

Necessary characteristics of a High Performance Team

Aldag and Kuzuhara (2015) Mention ten traits that effective teams should possess:

1. Clearly defined team goals
2. Embracing the concept of continuous improvement
3. Clearly defined roles for each team member
4. Create and keep open and clear communication
5. Team members behave in ways that support and reinforce teamwork
6. A formal approach for decision making and solving issues
7. Ensure that all members are engaged in the overall team process
8. Establishment of basic ground rules early on
9. Capacity of team members to monitor, reflect on and give feedback the overall process and the team’s dynamics
10. The use of tools for data collection, problem analysis, decision making and the enhancement of the team’s effectiveness

Leadership of high performance teams

Evidently, leading a high performance team can be perceived as quite difficult. Team leaders need to adopt certain traits to successfully lead such a team. A key characteristic of these high performance team leaders is the ability to forge successful relationships. Furthermore, these leaders need to posses characteristics such as vision, honesty and integrity. They need to be able to move, motivate and inspire their team to embrace change and the necessary strategies, tactics and tasks needed for successful goal accomplishment (DuBois, Hanlon, Koch, Nyatuga & Kerr (2015).

Additionally, Taneja, Sewell and Pryor (2012) mention a number of tasks that the team executives should feel responsible for:

1. Develop goals and strategic plans
2. Improve communication among team members and the organization
3. Maintain positive work relationships in the team
4. Find problem solutions or prevent them from occurring
5. Make timely decisions
6. Conflict management
7. Ensure that meetings are productive
8. Clarify team member roles
9. Ensure that operations are productive, efficient and effective
10. Efficient and effective team leadership
11. Provide development opportunities for team members in the organization.

Virtual High Performance Teams

Another concept that is becoming more and more popular in today’s business environment is the use of virtual teams. These are teams whose members frequently have a low amount of face to face interaction, are geographically dispersed and usually have different cultural backgrounds. These teams strongly rely on technology for communication. Of course, it’s also vital for these teams to reach a level of High Performance. Generally however, this proves to be quite difficult. Virtual teams frequently deal with issues such as member isolation, lack of cohesion, different time zones and cultures, and the fact that no face-to-face time makes it difficult to build team relationships. As in a normal team, a leader should focus on conflict management, the encouragement of healthy discussions, promoting trust and stimulating member’s talents. Furthermore, the geographic dispersion also brings a need for the leader to provide the team with the right information, which can be difficult when the information source is not located near certain team members. Also, the team leader has to ensure that all members feel like their contribution is appreciated, which can also be quite difficult considering the lack of face-to-face communication. Essentially, for a virtual team to reach a level of High Performance, the team members have to work in an unified manner to overcome challenges that face-to-face teams could solve much easier. DuFrene and Lehman (2011)

Bibliography

Scholtes, P. R., Joiner, B. L., Streibel, B. J. (2003). The Team Handbook. Retrieved from https://books.google.nl/books?hl=nl&lr=&id=ZCW8b3uai04C&oi=fnd&pg=PR15&dq=peter+scholtes+high+performance+teams&ots=bEIhHXUmsj&sig=rWr7VjhytXF1qx8eGx6NeZgPEJA#
v=onepage&q=peter%20scholtes%20high%20performance%20teams&f=false

Losada, M. (1998). The Complex Dynamics of High Performance Teams. Retrieved from http://www.sciencedirect.com/science/article/pii/S0895717799001892

Dubois, M., Hanlon, J., Koch, J., Nytatuga, B., Kerr, N. (2015). Leadership Styles of Effective Project Managers: Techniques and Traits to Lead High Performance Teams. Journal of Economic Development, Management, IT, Finance and Marketing. Retrieved from http://www.gsmi-ijgb.com/Documents/JEDMITFM%20V7%20N1%20P03%20Melissa%20DuBois%20-Effective%20Project%20Managers.pdf

Aldag, R. J., Kuzuhara L. W.(2015). Creating High Performance Teams. Retrieved from https://books.google.nl/books?hl=nl&lr=&id=Mz-hBgAAQBAJ&oi=fnd&pg=PP1&dq=high+performance+teams&ots=CTE-Fj9hEa&sig=SbTvrY86bbAv9JuX7dcgf5TBHHc#v=onepage&q=high%20performance%20teams&f=false

Schalock, R.L., Verdugo, M. A. (2012). A Leadership Guide for Today’s Disabilities Organizations: Overcoming Challenges and Making Change Happen. ERIC. Retrieved from http://eric.ed.gov/?id=ED531690

Taneja, S., Sewell, S., Pryor, M. G. (2012). High Performance Executive Teams. American Journal of Management vol. 12(2/3). Retrieved from http://www.na-businesspress.com/AJM/TanejaS_Web12_2__3_.pdf

Holmes, T. A., (2005). Ten Characteristics of A High-Performance Work Team. ASTD Team & Organization Development Sourcebook 2005. Retrieved from https://books.google.nl/books?hl=nl&lr=&id=zls_PKci9T0C&oi=fnd&pg=PA179&dq=how+to+create+a+high+performance+team&ots=bUxpFkzEmZ&sig=Ss2tQpRzE2tMhzF3jetFkkYfRqQ#v=onepage&q=how%20to%20create%20a%20high%20performance%20team&f=false

Macky, K., Peter, B.(2008). Research and Theory on high-performance work systems: Progressing the high-involvement stream. Human Resource Management Journal, 19, 3-23.
Retrieved from http://www.researchgate.net/profile/Peter_Boxall/publication/227527048_Research_and_theory_on_highperformance_work_systems_progressing_the_highinvolvement_stream/links/00463521e48fa36bb4000000.pdf

DuFrene, D. D. and Lehman, C. M. (2011). Building High-Performance Teams. Retrieved from https://books.google.nl/books?hl=nl&lr=&id=wyp9PnJn2FEC&oi=fnd&pg=PT4&dq=high+performance+teams&ots=mnuB6BFJkz&sig=eVl_9DUHDh2nl2qzUnoyigv8bK8#v=onepage&q=high%20performance%20teams&f=false

Egolf, D. B. and Chester, S.L. (2013). Forming, Storming, Norming, Performing. Retrieved from https://books.google.nl/books?hl=nl&lr=&id=Hp1gFrm6-qUC&oi=fnd&pg=PP1&dq=four+stages+of+team+forming+storming+norming+performing&ots=tw94_WlOkt&sig=f4PGuSdXspqY7cFGSWCSpkYIHQU#v=onepage&q=four%20stages%20of%20team%20forming%20storming%20norming%20performing&f=false