A631.2.5.RB – Cooperation and Competition
A charter
is defined as, “a document, issued by a sovereign or state, outlining the
conditions under which a corporation, colony, city, or other corporate body is
organized, and defining its rights and privileges” (Dictionary, n.d.). In other
words, team b had to complete a form where members indicated what they expected
from each other in order to comply and come out with an outstanding work. While
getting this assignment completed was not an easy task, the behaviors that
seemed to help the team successfully reach its accomplishment was the fact that
everyone wanted to get a good grade. Moreover, I noticed, that most of the team
members rely on structure; and therefore, they needed someone to guide them
through and remind them of when and how to get the assignment started.
Additionally, communication exhibited to be a key factor into the success of
this task as everyone had questions, and also incentivized others into
committing themselves to complete their responsibilities.
“Clearly,
an important dimension in organization development is the interface between
operating groups. People and groups in organizations often fail to cooperate
with others, and in fact may be in open conflict” (Brown, 2011, p. 294). A
couple of factors that inhibited the decision-making and or problem-solving of
our team, I believe were previous bad experiences with other team members, lack
of immediate participation, and the absence of patience. To begin with, one of
the team members seemed to have a conflict with the other team member. He
privately complained about the team member lacking the responsibility skill. He
seemed to be very frustrated and wanted to take matters into our higher
command, our professor. Although, I did notice that specific team member being
a bit non-participative, I felt the need to help her get her task done and
decided to reach out to her one last time. Solving the issue was easy as a
deadline was applied, and the team concluded that the assignment was to be
submitted by no later than 10 pm and whoever did not do their part, was to be
left behind.
The
decision-making process took a normal amount of time from introducing ourselves
in the discussion board of the team section, to deciding when was the
assignment going to be submitted. In the beginning, I had decided the deadline
was to be at no later than 7pm of the due date, but as it is with everything,
sometimes adjustments for unforeseen problems need to be made. I believe the
group took more time towards the last couple of days, as we were not sure if
all team members were going to participate. Donald R. Brown suggested, “organizations
requires cooperation among its departments and divisions if it is to be
effective. Teamwork implies that all the members are contributing to an overall
objective even if doing so means subordinating their personal prominence”
(2011, p. 296). In the end, after several back-and-forth messages, we were able
to successfully come out with an integrating resolution, With high concern for
self and others, the integrating style is concerned with problem solving; it
uses openness, sharing of information, and the examination of differences to
reach a consensus solution” (Brown, 2011, p. 301); which led to a great
teamwork.
The
information was shared among team members via phone, text messages, emails, and
discussion posts in canvas. Since this is an online class and most of the team
members live in different time zone, it was very difficult to meet in person
but all our technological means helped us tremendously. And as previously
mentioned, every member was integrated into every single message. Contrary to
what it is said about teams and having power struggles; our team did not seemed
to suffer from it. “The problem emerges where there is a perceived imbalance
between units or when some previously established relationship is altered. This
can be a serious problem in today’s environment of corporate mergers and
takeovers” (Brown, 2011, p. 299). Thankfully, each team member was empowered by
leadership skills, which are very different to power skills, and that helped
the team to push each other into succeeding.
As
explained before, there was really no completion found in our team, not that at
least I could see. The collaboration did significantly collaborated into the
outcome of our team in many ways. Team member “X” submitted his assignment
within the first couple of days. Team member “Y” advised the entire team that
he was going to provide his part of the assignment later on the week and that
way keep us informed. Later on the week, team member “Y” was able to provide
some feedback on team member “Z” and her lack of commitment. If it was not for
that information, I would probably have not tried into getting team member
“Z’s” assignment. In the end, all the group collaboration led to making process
interventions towards last days. A good example of a process intervention is of
team member “Y.” He is a retired military individual who has led many other
groups in his lifetime and wanted to provide his experience into the group and
that was well appreciated. “Process interventions are an OD skill used by OD
practitioners, whether managers or OD professionals, to help work groups become
more effective. The purpose of process interventions is to help the work group
become more aware of the way it operates and the way its members work with one
another” (Brown, 2011, p. 199).
References
Brown, D. R. (2011). An experiential approach to
organization development (8th edition.). Upper Saddle River, NJ: Prentice
Hall.
Dictionary.com, LLC (n.d.). Charter definition. Retrieved
from http://dictionary.reference.com/browse/charter
No comments:
Post a Comment