Building solid team is indeed not easy<\/p>\n
A.B. Susanto, The Jakarta Consulting Group, Jakarta<\/p>\n
Whatever his assignment and wherever he is assigned, a leader
\nhas the duty of developing a team. However, developing a solid
\nteam is indeed not easy as it involves many factors, some of
\nwhich can hamper the forming of a solid team.<\/p>\n
The most crucial factor is the human factor itself, as
\nillustrated by a local proverb which goes something like \"most
\nheads are covered by similar color of hair, but what's inside can
\nbe extremely different.\" The variations of mindsets, preferences,
\nattitudes etc. can certainly be the stumbling block to forming a
\ncompact and solid team, especially when each individual sticks
\nout his or her own ego.<\/p>\n
Having similar aims and goals and the existence of an
\neffective leadership are two of the preconditions of a solid
\nteam. A conducive working condition also heightens each team
\nmember's spirit to work together to achieve the set aims and thus
\nbecome an ideal foundation to form the required solid team.<\/p>\n
Another prerequisite is a smooth, transparent and two-way
\ncommunication. This way each side is willing to listen and their
\nvoices can easily be heard. So, communication, which among other
\nthings consists of a focused exchange of ideas, opinions and
\ninformation, is put to its best use.<\/p>\n
Naturally, other aspects of the two-way communications are
\nalso expected to be conducted in the best way, such as: work
\norders, reports, advice, reprimands, complaints and evaluations.<\/p>\n
As forming of a team is dynamic in character, anticipations
\nhave to be made so as to avoid lengthy conflicts that might
\ndisrupt the final aims. Generally there are five stages -- each
\nwith a unique characteristic -- involved in the development of a
\nsolid team. A deep comprehension of each stage would make it
\neasier for the leader to forecast the steps required to improve
\nthe team's effectivity.<\/p>\n
First is the forming-cum-orientation stage. Here, everyone is
\nnew, from the leader to members. Everyone tries to know each
\nother and familiarizes himself with the team's aims and changes
\nin the work environment. It is, in fact, an adaptation stage for
\neverybody from top to bottom.<\/p>\n
In the second stage team members normally warm up. Here each
\nmember makes his or her voice heard. Everyone dares to express
\ndifferent opinions. From these clashes of opinions, resisting
\nattitudes and tense beginnings, further adaptation takes place. A
\nfitting pattern of communication is then discovered in this
\n\"redefinition\" stage.<\/p>\n
After the storm subsides, the next stage -- coordination --
\ntakes over. Here everybody has found and \"agreed on\" the norms of
\ncommunication: how to express one's opinions and how to behave in
\nan accepted mode within the organization. This leads to better
\ninternal cooperation and a stronger foundation of a solid team.<\/p>\n
Performing or formalization is the next stage, which mostly
\nconsists of implementations or contributions by the individual
\nteam member and the team as a whole. Problems and difference are,
\nof course, still there. But, due to the discovered matching work
\nand communication patterns, these differences do not pose serious
\nthreats to the team's overall performance.<\/p>\n
The last stage -- where relationships between members and the
\nleader and among members themselves are strengthened -- is
\nusually referred to as the perfecting stage. Obviously, here the
\nentire cooperation and spirit of working in togetherness is
\nenhanced for the progress and further development of the
\norganization. This fifth stage rounds up a leader's task in
\nforming a perfectly solid team.<\/p>",
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"sponsor": "Okusi Associates",
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