Post by account_disabled on Feb 12, 2024 2:51:58 GMT -6
Research on why team members respect each other and why it matters finds three key takeaways that can help leaders manage effective teams. Leaders of multidisciplinary teams should always be aware of dysfunctional processes that emerge after the team is formed. An expert team may not function as an expert team if its members respect each other for the wrong reasons. The goal of most multidisciplinary teams is to leverage each other's strengths to produce the best end product or outcome.
But what often happens is that team members ignore experience and expertise when practicing respect and place more emphasis on friendship and affinity. We tend to give in to people we like and Ghana Email List or identify with. While affinity-based respect may make us and our friends feel good it can certainly limit a team's productivity. Recognizing that this is a natural possibility is the first step to creating a high-performing team. When forming teams leaders should strive to select members based on specific indicators of task expertise such as educational experience and place less emphasis on less relevant and less productive demographic characteristics such as race and gender.
Demographic characteristics can form the basis for suboptimal compliance patterns based on preferences rather than accurate assessments of task expertise. Lead by example when building your team. own affinity-based respect. Objectively review the team's goals and select members based on their experience and expertise. Once the team is formed, make sure to communicate each member's experience and expertise to the team. Everyone should know what areas they excel in so they can have a logical basis to make respectful decisions.
But what often happens is that team members ignore experience and expertise when practicing respect and place more emphasis on friendship and affinity. We tend to give in to people we like and Ghana Email List or identify with. While affinity-based respect may make us and our friends feel good it can certainly limit a team's productivity. Recognizing that this is a natural possibility is the first step to creating a high-performing team. When forming teams leaders should strive to select members based on specific indicators of task expertise such as educational experience and place less emphasis on less relevant and less productive demographic characteristics such as race and gender.
Demographic characteristics can form the basis for suboptimal compliance patterns based on preferences rather than accurate assessments of task expertise. Lead by example when building your team. own affinity-based respect. Objectively review the team's goals and select members based on their experience and expertise. Once the team is formed, make sure to communicate each member's experience and expertise to the team. Everyone should know what areas they excel in so they can have a logical basis to make respectful decisions.