Model
Essay
When it comes to accomplishing projects, goals, or whatever else, having a high performance team is key to success, but it is hard to build. When building a high performance team, our team believes that the four components most important are communication, commitment, leadership, and individuality. Commitment, the state or quality of being dedicated to a cause or goal is the first component to our diagram of high performance teams. According to Harvey Dubin in his article “Building High Performance Teams”, Dubin states that it all starts with commitment and leadership. He determines that the pathways of achieving the outcome emanates from the commitment. In other words, if your team is not committed to the goal or achievement, your team will fail. As a group we broke commitment down into two sub categories of taking risks and inspiring others. Although you could break it down several other ways, taking risks and inspiring others are two categories that we feel are important to highlight. When it comes to a team and accomplishing its goals, taking risks is very important because no one wants to see the norm. Doing the norm would not be very creative and dull which would make no one else recognize your achievements or care much about them. And with inspiring others, this is where only the real committed team member’s shine and push each other to great lengths which could lead to a break through that no one has ever seen before because of the team pushing each other towards their goals. Leadership, a person who guides or directs a group is our second component to creating a high performance team. Dubin also agrees that leaders are important to a team’s success because of his acts of directing the team. The leader is the starting point of the team that creates the goals and challenges the team to complete them. Here we broke down leadership into structure, accountability, and decision-making. Obviously with the proper leadership you can achieve anything and everything, but that leader needs to take accountability if you fail. A good leader knows to take accountability so the team does not self-destruct from each other if mistakes are made. A leader also knows how to have a good structured team and knows how to task out each part of the project for the greatest outcome to occur. Being well structure leads to great organization, which leads to completing the goal properly and to it’s fullest. Lastly is the leader knows his or hers decision making process. This may not fall on the team leader fully, but the decision process starts and goes through him or her. Communication, the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs is the third key component to building a high performance team. Unlike Dubin’s model to a high performance team, we believe that communication and individuality are two key components. Communication is key because without it, the team is lost. There would be no organization or leadership for the team. Also with the lack of individuality, the team would not be very successful in completing every goal to its best degree. Individuality, the particular character, or aggregate of qualities, that distinguishes one person or thing from others; sole and personal nature is our last component to building a high performance team. Without Individuality, the team would lack any originality and the creativity would lack enormously because everyone would not be able to express his or her ideas. These two components in ways go hand in hand with one another, great communication leads to great individuality. Communication leads to each person to express their individuality and allows each other to be creative and generate new ideas. With communication, those ideas are bounced back and forth and allow each person to get feedback from one another about their ideas. Without communication, individuality would be pointless in a team aspect. Although our team agrees with Harvey Dubin’s components of commitment and leadership for building a high performance team, we believe that individuality and communication are just as important.
To continue to create the most successful businesses and projects you must always start with a successful team. A project or business could not be effective if the team that is creating it does not work well together. In order for the team to be effective many things have to happen. There are numerous different factors that go into creating a successful team. Though there are hundreds of things that go into building a successful team, three factors specifically play an enormous role. The second of these factors is to make sure you stay professional but that you stay true to who you are. To be successful as a team you must make sure that first you are being the best possible version of yourself. This can be done by making the quality of your own individual work the best quality it can be. In order for employees to create their highest quality of work they need to be enthused and motivated to do their best. According to Gretchen Spreitzer, a professor of management and organization at the University of Michigan and Christine Porath, an assistant professor at Georgetown University and authors of the article Creating Sustainable Performance in the Harvard Business Review, “…there’s a lot you can do to release and sustain enthusiasm. Our research has uncovered four mechanisms that create the conditions for thriving employees: providing decision-making discretion, sharing information, minimizing incivility, and offering performance feedback.” (Spreitzer, Porath 94). They go on to say that these mechanisms are a must if companies want their employees to thrive and contribute a high quality of work. This all begins with good leaders who can inspire their employees to do the best they can. It is important to be passionate about what you do because that will also lead to high quality work from individuals. High quality work on the individual level turns to high quality work from teams, which then eventually makes for a very successful company. By giving employees an opportunity to thrive by learning and growing on an individual level, the employer is creating a rich environment that will lead to great successes. It is important to have this aspect of individual learning on the teamwork model because it truly does amount to achievement and accomplishment as a team. As stated in our team model, individuality leads to many things including idea formation, empowerment, and creativity. Individuality then leads to the other aspects of our model like strong leadership, commitment to the team, and communication amongst one another. All of these aspects then lead to the end goal of a highly successful team. Spreitzer and Porath have done extensive research on how the best teams work together. This research ties in with the ideas we have covered in Organizational Behavior and can also be tied back to real world examples. Our model of commitment and individuality continues to extend on to our other aspects of the model, leadership.
Gretchen Spreitzer also goes on to talk about other ways to thrive in the work place. In her article A socially embedded model of thriving at work she explains how creating models just how creating models like the teamwork model we created for this project. By creating a model you know exactly what goes into what aspects of what you want to get out of your goals. Overall the three aspects of commitment, individuality and model making are what contributes to the highest quality of teamwork and goal making when it comes to teamwork.
Performance is imperative for people in any business, company, or team. In the article, The Primal Leadership: Hidden driver of performance we find out that emotional intelligence is very important in performance. This is important in the workplace because the better we feel the harder we seem to work. When we enter a room with a lot of people we our emotions begin to show and take control, which causes us to feel different and we become introverts rather than the extroverts that we used to be. High performance is communication of practice, culture, and leadership, so a key to driving performance is to make sure that we create an emotional intelligent environment. An emotional intelligent environment includes trust, the sharing of information between co-workers, healthy risks to share creativity, and an environment where learning would flourish. I have had good and bad examples of this type of environment. When I first entered my internship at a new company I was a little shy which affected my performance, in this case my emotions began to change who I was in the interview because I was not my normal outgoing self this is because “Low levels of emotional Intelligence create climates of fear and anxiety”(pg. 49). The company that I worked for had an emotional intelligent environment. The company really seemed to understand its employee’s emotions, strengths, weaknesses, needs, and drives in order to get us to communicate and collaborate and perform for the company. To create this environment we had meetings with people from different departments so that we can meet and use ice breakers to get rid of our emotional things that seemed to affect our performance. We also had events for example a silent auction where we all had dinner and learned about each other it seemed like reward power. As Stated in The Organizational Behavior Textbook reward power - is the form of organizational power based on the control of resources or benefits.(pg.421) of gaining knowledge and prizes seemed to motivate employees and the thought of new creative ideas that could help the company flourish. This is when it feels like “emotional intelligence is transferred through an organization like electricity through wires.”(pg. 47). When this happened I seemed to become more outgoing and able to spread my ideas and we came up with ideas that some people who had been in the organization for years thought never existed. The emotional environment that they created helped people loosen up and make new employees comfortable so that they could make sure to add to the company. These things started and caused job enrichment which is stated in the OB textbook such that the duties and responsibilities associated with a job are expanded to provide more variety, identify, autonomy and so forth.
Works Cited
Dubin, H. (2005). Building high-performance teams. Chief Learning Officer, 4(7), 46-49
Spreitzer, G. , & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1, 2).
Daniel Goleman, Richard Boyatzis, and Annie McKee.(2009) Primal Leadership: The Hidden Driver of Great Performance. Harvard Business Review (43-51).
Spreitzer, G. , Sutcliffe, K. , Dutton, J. , Sonenshein, S. , & Grant, A. (2005). A socially embedded model of thriving at work. Organization Science, 16(5), 537-549.
To continue to create the most successful businesses and projects you must always start with a successful team. A project or business could not be effective if the team that is creating it does not work well together. In order for the team to be effective many things have to happen. There are numerous different factors that go into creating a successful team. Though there are hundreds of things that go into building a successful team, three factors specifically play an enormous role. The second of these factors is to make sure you stay professional but that you stay true to who you are. To be successful as a team you must make sure that first you are being the best possible version of yourself. This can be done by making the quality of your own individual work the best quality it can be. In order for employees to create their highest quality of work they need to be enthused and motivated to do their best. According to Gretchen Spreitzer, a professor of management and organization at the University of Michigan and Christine Porath, an assistant professor at Georgetown University and authors of the article Creating Sustainable Performance in the Harvard Business Review, “…there’s a lot you can do to release and sustain enthusiasm. Our research has uncovered four mechanisms that create the conditions for thriving employees: providing decision-making discretion, sharing information, minimizing incivility, and offering performance feedback.” (Spreitzer, Porath 94). They go on to say that these mechanisms are a must if companies want their employees to thrive and contribute a high quality of work. This all begins with good leaders who can inspire their employees to do the best they can. It is important to be passionate about what you do because that will also lead to high quality work from individuals. High quality work on the individual level turns to high quality work from teams, which then eventually makes for a very successful company. By giving employees an opportunity to thrive by learning and growing on an individual level, the employer is creating a rich environment that will lead to great successes. It is important to have this aspect of individual learning on the teamwork model because it truly does amount to achievement and accomplishment as a team. As stated in our team model, individuality leads to many things including idea formation, empowerment, and creativity. Individuality then leads to the other aspects of our model like strong leadership, commitment to the team, and communication amongst one another. All of these aspects then lead to the end goal of a highly successful team. Spreitzer and Porath have done extensive research on how the best teams work together. This research ties in with the ideas we have covered in Organizational Behavior and can also be tied back to real world examples. Our model of commitment and individuality continues to extend on to our other aspects of the model, leadership.
Gretchen Spreitzer also goes on to talk about other ways to thrive in the work place. In her article A socially embedded model of thriving at work she explains how creating models just how creating models like the teamwork model we created for this project. By creating a model you know exactly what goes into what aspects of what you want to get out of your goals. Overall the three aspects of commitment, individuality and model making are what contributes to the highest quality of teamwork and goal making when it comes to teamwork.
Performance is imperative for people in any business, company, or team. In the article, The Primal Leadership: Hidden driver of performance we find out that emotional intelligence is very important in performance. This is important in the workplace because the better we feel the harder we seem to work. When we enter a room with a lot of people we our emotions begin to show and take control, which causes us to feel different and we become introverts rather than the extroverts that we used to be. High performance is communication of practice, culture, and leadership, so a key to driving performance is to make sure that we create an emotional intelligent environment. An emotional intelligent environment includes trust, the sharing of information between co-workers, healthy risks to share creativity, and an environment where learning would flourish. I have had good and bad examples of this type of environment. When I first entered my internship at a new company I was a little shy which affected my performance, in this case my emotions began to change who I was in the interview because I was not my normal outgoing self this is because “Low levels of emotional Intelligence create climates of fear and anxiety”(pg. 49). The company that I worked for had an emotional intelligent environment. The company really seemed to understand its employee’s emotions, strengths, weaknesses, needs, and drives in order to get us to communicate and collaborate and perform for the company. To create this environment we had meetings with people from different departments so that we can meet and use ice breakers to get rid of our emotional things that seemed to affect our performance. We also had events for example a silent auction where we all had dinner and learned about each other it seemed like reward power. As Stated in The Organizational Behavior Textbook reward power - is the form of organizational power based on the control of resources or benefits.(pg.421) of gaining knowledge and prizes seemed to motivate employees and the thought of new creative ideas that could help the company flourish. This is when it feels like “emotional intelligence is transferred through an organization like electricity through wires.”(pg. 47). When this happened I seemed to become more outgoing and able to spread my ideas and we came up with ideas that some people who had been in the organization for years thought never existed. The emotional environment that they created helped people loosen up and make new employees comfortable so that they could make sure to add to the company. These things started and caused job enrichment which is stated in the OB textbook such that the duties and responsibilities associated with a job are expanded to provide more variety, identify, autonomy and so forth.
Works Cited
Dubin, H. (2005). Building high-performance teams. Chief Learning Officer, 4(7), 46-49
Spreitzer, G. , & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1, 2).
Daniel Goleman, Richard Boyatzis, and Annie McKee.(2009) Primal Leadership: The Hidden Driver of Great Performance. Harvard Business Review (43-51).
Spreitzer, G. , Sutcliffe, K. , Dutton, J. , Sonenshein, S. , & Grant, A. (2005). A socially embedded model of thriving at work. Organization Science, 16(5), 537-549.