By Malcolm Payne (auth.)
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Extra info for Working in Teams
Sample text
This is another way of seeing whether the collaborative value of dealing openly with conflict is accepted, or the non-collaborative style of repressing conflict. Da you find you can support and trust each other? This ascertains the norms of a team. Most people in non-collaborative teams concentrate on their individual cases or jobs, and are allocated responsibility for all the work in a case. Collaborative teams, at the other end of the spectrum, will agree that more than one person can be involved in a few cases at an early stage and will describe joint projects.
Centralised communication deals more quickly with simple problems;decentralised communication leads to fewer mistakes in complex problems. People te nd to be happier with decentralised communication. If outsiders use inappropriate systems for the issue they are dealing with, or there are different assumptions about what the best system is, or the team is using an inappropriate system, communication and all activity will be hampered. Power structures are also important. I have already identified various different forms of power; if there are different assumptions between the team and outsiders about what kind of power can be used, and who has particular forms of power in the team, relationships between the team and others are hampered, and the whole organisation may run into difficulties.
It is also worth comparing the evidence used for different team types to see if it comes from one part of the team's work. For example, if all the examples for the team being a work group come from, say, the office administration, while other aspects of the team's activities are more collaborative, the focus of future team change may have been identified, as may be the fact that work in the office is of a different and inconsistent nature with the rest of the team's activities, and that something should be done about it.