RE: [scrumdevelopment] Top 10 Key Differences Between a Team of Individuals and a Group of Individuals
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,
From: email@example.com [mailto:firstname.lastname@example.org] On Behalf Of Göran Hagert
Sent: Monday, May 02, 2005 11:00 AM
Subject: Re: [scrumdevelopment] Top 10 Key Differences Between a Team of Individuals and a Group of Individuals
Where can I learn more about these (and others?) key differences between "team of individuals" and "group of individuals"?
----- Original Message -----
From: "Joel" <jadams@...>
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
| 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
| In a team, members contribute to the organization's success by
| applying their unique talents, knowledge and creativity to team
| 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
| 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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