The Transformed Team
by Linda Tarrant

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Everyone`s talking about teams and teambuilding. In theory teams make a lot of sense, but in practice we`re finding them difficult to implement. One reason is that teams, like everything else, are fundamentally different now, and simply moving boxes around on the organization chart isn’t enough to change the way people work together. Finding innovative solutions to this problem may be critical to the future success of your organization, as well as to the success of the people working within it.

The traditional pyramid fit the world of the past. People expected to start at the bottom and move up. The model worked because there were fewer people with knowledge, experience and leadership ability than there were people needing to be led. But soon organizations became saturated at every level. Experienced people had nowhere to move and no need to be bossed. Many companies downsized (or engaged in wholesale "downslaughtering") - eliminating people and layers. But when there was no more to cut, the traditional pyramid structure came into question. One possible solution is to create a relatively flat administrative structure composed more of circles (teams) than layers (bosses). People wouldn’t move up any more, they’d move around.

In this model people would have fundamentally different working relationships. Instead of moving up the ladder, they would flow from team to team to gain experience and skills. Teams would hire, fire and reward their team members. The organization would be fluid, allowing people to move in and out as needed, rather than having permanent positions. Teams would be more self-directed and the members would share leadership as required. Because of their experience and access to information, these groups would make good decisions faster. After all, in the old system most of these employees would have been managers or directors by now.

But how can we create this new kind of team? The Team Development Model addresses four key elements that will make the transformed team a reality: 1) Purpose; 2) Plans; 3) Team Dynamics; and 4) Personal Objectives and Needs. Most groups deal well with the first two areas; they understand the need to have a shared purpose and clear plans for achieving their goals. The next two components of team development are more difficult, because the real problem with teams is people!

Team Dynamics focuses on how people relate to each other and how they get the job done. Issues of conflict, personality types, group process and communication are critical to the transformed team. They know that the "how" is as is important as the "what" and that interpersonal relationships can enhance their effectiveness or cripple their efforts.

Each of us also comes to the team with our own Personal Objectives and Needs. Some of them are work-related, but many are not. These personal interests are what motivate and drive us. However, with the exception of the "Personal Goals" section on the annual performance appraisal, little attention has been paid to them. But that will be different in the Transformed Team environment. These new teams will acknowledge the need to help each member achieve their hopes and dreams. It may not always be possible, but moving in that direction creates a powerful and positive team environment. They will connect their Personal Objectives to the team purpose in order to build a strong commitment to the team and its goals. Everyone will win. It actually sounds like a pretty great place to work.

Our organizations are being transformed to meet the changing demands of the workforce, the economy and the customer. New structures create opportunities for people to move within the organization and to be properly empowered and rewarded. All this is important, but the Team Development Model reminds us that it’s still people that make the whole thing work.