| In recent years in the business-world
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| | almost every aspect. Strong autocratic
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| there has been a lot written and said
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| | leadership along with a hierarchical
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| about team development. Unfortunately,
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| | system of management characterizes gang
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| most of the people doing the majority of
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| | behavior. Gang members are highly
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| talking lack the psychological background
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| | territorial and defensive, thus creating
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| to accurately describe the conditions
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| | aggression in defending their perceived
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| under which people choose to become a
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| | territory. In business, gang behavior
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| true team.
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| | frequently includes empire building where
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| In a large retail store it can be a
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| | gang members attempt to exclude "outside"
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| challenge to build an environment where
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| | resources by becoming totally
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| all or most of the employees feel they
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| | self-reliant or self-sufficient.
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| are part of a store team. It's more
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| | Committee (Task Force). In business,
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| common to find individual departments
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| | committees are usually thought of in
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| that act as a team, rather than the
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| | positive terms. Actually, compared to
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| entire store. That's because as a general
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| | interdependent teams, committees are
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| rule it's easier to build a relatively
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| | inefficient and ineffective. Due to the
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| small team of up to a dozen team members
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| | lack of team cohesion and identity,
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| than it is a team with a hundred or more
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| | traditional committees frequently have
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| members.
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| | problems focusing on their purpose until
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| The developmental process of a group of
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| | they satisfy a strong need for
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| people evolving into a cohesive
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| | organization, defining procedures,
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| interdependent team that can direct
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| | establishing policies, and having a
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| itself to solve organizational problems
| |
| | controlled leadership. Some committees
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| rarely happens spontaneously. A true team
| |
| | invest most of their available time in
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| does not happen by chance or accident,
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| | these areas. This results in a lengthy
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| but requires planning, an understanding
| |
| | process that is cumbersome and oftentimes
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| of group dynamics, and most of all
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| | fails to achieve superior results.
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| effective team leadership. Most people in
| |
| | Group. A "group" consists of people in a
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| business today confuse ineffective
| |
| | setting that lacks purpose, leadership,
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| groups, committees and other adverse
| |
| | communication, and obviously results. The
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| groupings as a true team. An adverse
| |
| | best examples of groups are the people in
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| grouping is a situation where people come
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| | an elevator or doctor's office. They are
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| together, either by accident or on
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| | there, but have superficial communication
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| purpose, but function in some way other
| |
| | at best. In fact, if someone breaks the
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| than a true team. Once a person has been
| |
| | rules of groups by attempting to lead or
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| a member of a true interdependent team,
| |
| | force communication, other members of the
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| that experience isn't soon forgotten. And
| |
| | group become uncomfortable and unwilling
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| that experience can sour the person in
| |
| | to cooperate. If you doubt this, try
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| the future to serve on ineffective
| |
| | asking someone in an elevator to join you
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| groups, and committees, because the
| |
| | in singing a song. The person will likely
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| person now know what it feels like to be
| |
| | repel at your comment, because it's not
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| a member of a real team. An
| |
| | acceptable group behavior.
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| interdependent team is a highly unusual
| |
| | If you are a student of human behavior
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| and unique interpersonal experience there
| |
| | you can probably see examples of these
|
| is probably no other parallel in all of
| |
| | four types of adverse reactions to human
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| human experience.
| |
| | interaction in almost every aspect of
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| The process of team development is
| |
| | life. When one department in a store
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| neither complicated, nor impossible. Many
| |
| | demonstrates gang behavior toward another
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| new and previously inexperienced team
| |
| | department, it can result in a very
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| leaders are able to build a team with
| |
| | unhealthy situation. There may be a sign
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| proper training and coaching. Being
| |
| | placed on a backroom door that says,
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| successful as a team leader requires only
| |
| | "Research and Development Personnel
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| a minimal knowledge of the process, but
| |
| | Only." This would be characteristic of
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| it does demand a willingness to try new
| |
| | people defining their territory
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| techniques and methods. For most new team
| |
| | demonstrating gang behavior. Obviously,
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| leaders it means stretching beyond what
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| | any of the four adverse reactions can be
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| may feel natural or even comfortable.
| |
| | counter-productive to smooth store
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| Whether you are experienced or
| |
| | operations.
|
| inexperienced, old or young, it is
| |
| | Next month we'll look at the process a
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| possible for you to become an effective
| |
| | leader takes to build a group of people
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| team leader.
| |
| | into an interdependent team. We'll see,
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| Before we learn what an interdependent
| |
| | for example, the benefits of team
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| team is, let's first understand what it
| |
| | cohesion and team identity. Until then,
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| isn't. There are four typical negative or
| |
| | keep your eyes on the teams in your
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| adverse reactions to the grouping of
| |
| | workplace and see how many of them might
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| people in interpersonal relationships.
| |
| | be mobs, gangs, committees, or groups.
|
| This is true in both personal and
| |
| | If you would like more information on
|
| professional relationships. These adverse
| |
| | Team Development, please contact one of
|
| reactions are observable in behavioral
| |
| | our team members at (888)262-2499. You
|
| terms and for simple clarification are
| |
| | can also visit our website to learn more
|
| called: mob, gang, committee and group.
| |
| | about our products, services, and the
|
| Mob. Individualistic or selfish thinking
| |
| | multinational organizations we have
|
| can identify mob behavior. People
| |
| | served over the past three decades.
|
| displaying mob behavior are tactical in
| |
| | Reference this article to receive a 50%
|
| that they think only for the moment and
| |
| | discount on any of our books or 15% off
|
| have virtually no strategic or long-term
| |
| | your first scheduled training event.
|
| planning. In mob behavior there is no
| |
| | Dr. Richard L. Williams is a retail
|
| leadership, which creates mob
| |
| | consultant specializing in team
|
| disorganization. When we think of street
| |
| | development, performance coaching,
|
| mobs, the first thing that comes to mind
| |
| | leadership development and organizational
|
| is violence, but actually violence is the
| |
| | development.
|
| product or outgrowth of disorganization,
| |
| | Due to outstanding scholarship while a
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| which happens because there is no
| |
| | doctoral candidate at Oxford University,
|
| effective leadership.
| |
| | Dr. Williams was honored with Knighthood.
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| Gang. Although gang behavior sounds
| |
| | His formal title is, therefore, "Sir
|
| similar to mob behavior, it differs in
| |
| | Doctor Williams.
|
