Over the years I have been on many teams, some of which were effective and some that were ineffective. One of my teams, which I lead, transitioned duties from one location to another. What the transition entailed was a forming an entirely new group, the new team learning the tasks that they would assume, developing clear role assignments and the new team taking over the tasks. During the transition phase the team was both effective and ineffective, depending where we were in the development of the department.
They were ineffective in the beginning due to poor open communication. We defined a transition plan for the tasks. Some of the team members did not provide feedback on their comfort level on assuming the task on hand. These lead to some tasks not being completed as expected, resulting in the team to be placed in an embarrassing situation (Kreitner, R., & Kinicki, A., 2013) when other departments presenting to us our tasks failures. The embarrassment from this situation was a huge turning point for the team. The team used it as a learning experience to build upon (Windermere, n.d.). This ultimately was our realization of the importance of open communication during our weekly transition meetings. Thus, our openness was the key in them building instrumental cohesiveness among the team.
…show more content…
They even developed different leaders of certain areas, this leader became the groups go to person for any issues that arose from that area. Given that they had assumed duties from a department that had the average tenure of 23 years, there were many things that naturally couldn’t be transitioned. Like the ability to do the work. The team proved to be capable of all tasks. Our problem solving skills individually and as a group were amazing. We managed to keep the workloads fair which avoided role overload. This ensured that they could maintain a healthy work life