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RE: [scrumdevelopment] Top 10 Key Differences Between a Team of Individuals and a Group of Individuals

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  • Mike Beedle
    Goran, Yes, I also want to learn more about the space of all possibilities between teams and groups, and its evolution in time. A simple reductionist view, of
    Message 1 of 4 , May 2, 2005
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      Goran,

       

      Yes, I also want to learn more about the space of all possibilities between

      teams and groups, and its evolution in time.

       

      A simple reductionist view, of a categorization with two possible values seems far from reality,

       

      - Mike

       


      From: scrumdevelopment@yahoogroups.com [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Göran Hagert
      Sent: Monday, May 02, 2005 11:00 AM
      To: scrumdevelopment@yahoogroups.com
      Subject: Re: [scrumdevelopment] Top 10 Key Differences Between a Team of Individuals and a Group of Individuals

       

        Interesting!

        Where can I learn more about these (and others?) key differences between "team of individuals" and "group of individuals"?

        /gh

        ----- Original Message -----
        From: "Joel" <jadams@...>
        To: <scrumdevelopment@yahoogroups.com>
        Sent: Friday, April 29, 2005 3:20 PM
        Subject: [scrumdevelopment] Top 10 Key Differences Between a Team of Individuals and a Group of Individuals


        |I made an observation recently to a colleague that I was dealing
        | with a group, a really good group, but they weren't really a team. 
        | He sent me an e-mail that contained this comparison of teams and
        | groups.  So I thought I would share it.
        |
        | The Top 10 Key Differences Between a Team of Individuals and a Group
        | of Individuals
        | The purpose of assembling a team is to accomplish bigger goals than
        | any that would be possible for the individual working alone. The aim
        | and purpose of a team is to perform, get results and achieve victory
        | in the workplace and marketplace.
        | The very best managers are those who can gather together a group of
        | individuals and mold them into a team. Here are ten key
        | differentials to help you mold your people into a pro-active and
        | productive team.
        | 1. Understandings
        | In a group, members think they are grouped together for
        | administrative purposes only. Individuals sometimes cross purposes
        | with others.
        | In a team, members recognize their independence and understand both
        | personal and team goals are best accomplished with mutual support.
        | Time is not wasted struggling over "Turf" or attempting personal
        | gain at the expense of others.
        | 2. Ownership
        | In a group, members tend to focus on themselves because they are not
        | sufficiently involved in planning the unit's objectives. They
        | approach their job simply as a hired hand. " Castle Building " is
        | common.
        | In a team, members feel a sense of ownership for their jobs and
        | unit, because they are committed to values based common goals which
        | they helped establish.
        | 3. Creativity and Contribution
        | In a group, members are told what to do rather than being asked what
        | the best approach would be. Suggestions and creativity are not
        | encouraged.
        | In a team, members contribute to the organization's success by
        | applying their unique talents, knowledge and creativity to team
        | objectives.
        | 4. Trust
        | In a group, members distrust t he motives of colleges because they
        | do not understand the role of other members. Expressions of opinion
        | or disagreement are considered divisive or non-supportive.
        | In a team, members work in a climate of trust and are encouraged to
        | openly express ideas, opinions, disagreements and feelings.
        | Questions are welcomed.
        | 5. Common Understandings
        | In a group, members are so cautious about what they say, that real
        | understanding is not possible. Game playing may occur and
        | communication traps be set to catch the unwary.
        | In a team, members practice open and honest communication. They make
        | an effort to understand each others' point of view.
        | 6. Personal Development
        | In a group, members receive good training but are limited in
        | applying it to the job by the manager or other group members.
        | In a team, members are encouraged to continually develop skills and
        | apply what they learn on the job. They perceive they have the
        | support of the team.
        | 7. Conflict Resolution
        | In a group, members find themselves in conflict situations they do
        | not know how to resolve. Their supervisor/leader may put off
        | intervention until serious damage is done, i.e. a crisis situation.
        | In a team, members realize conflict is a normal aspect of human
        | interaction but they view such situations as an opportunity for new
        | ideas and creativity. They work to resolve conflict quickly and
        | constructively.
        | 8. Participative Decision Making
        | In a group, members may or may not participate in decisions
        | affecting the team. Conformity often appears more important than
        | positive results. Win/lose situations are common.
        | In a team, members participate in decisions affecting the team but
        | understand their leader must make a final ruling whenever the team
        | cannot decide, or an emergency exists. Positive win/win results are
        | the goal at all times.
        | 9. Clear Leadership
        | In a group, members tend to work in an unstructured environment with
        | undetermined standards of performance. Leaders do not walk the talk
        | and tend to lead from behind a desk.
        | In a team, members work in a structured environment, they know what
        | boundaries exist and who has final authority. The leader sets agreed
        | high standards of performance and he/she is respected via active,
        | willing participation.
        | 10. Commitment
        | In a group, members are uncommitted towards excellence and personal
        | pride. Performance levels tend to be mediocre. Staff turnover is
        | high because talented individuals quickly recognize that (a)
        | personal expectations are not being fulfilled, (b) they are not
        | learning and growing from others and (c) they are not working with
        | the best people.
        | In a team, only those committed to excellence are hired. Prospective
        | team members are queuing at the door to be recruited on the basis of
        | their high levels of hard and soft skill sets. Everyone works
        | together in a harmonious environment.
        | Submitted by Nigel Williams
        |
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