The best team is one that encourages everyone to share their worries and allows them to accept their different perspectives. Trust and open communication are the foundation of groups and teams. The functioning of a group or team can be affected by the inability to trust others and the impediment of open minds (Conant (2012)). Some people are open to change while others desire the status quo.
A project team I worked with analyzed the customer’s reactions to a particular brand. The majority of the team were capable and well-informed. They were also aware of what their duties were and how they should perform. The team was able to manage difficult tasks while remaining confident. A team needs to be composed of competent people. This improves decision-making and reduces job confusion. Conant (2012) states that effective teams have a reputation for being bold, honest, and collaborative (Conant 2012). To achieve the best quality, all members of this team were willing to help those with less technical knowledge. My expertise was limited in the interpretation of qualitative consumer feedback, which would help me determine how my issues will be handled during manufacturing. However, my team leader who was an expert in market statistics taught me how to look at customer data.
The team’s effectiveness was due to mutual trust among its members. It is composed of members with different backgrounds, both professional and cultural. Some team members tend to focus on others’ faults to bring them down. The team members were able to highlight the strengths of their colleagues, which enhanced synergy and allowed them to work together on complex tasks. Trust is a key factor in the engagement of even conservative pragmatists, who are able to support the status quo. Team leaders encouraged their team members to talk about their concerns and to highlight strengths to foster work collaboration. Because of its enthusiasm, the team achieved peak performance. It also inspired those who weren’t convinced about achieving their goals to engage.
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