The Value of teams

It is said that None of us is as smart as all of us. Abraham Maslow  the American psychologist was a pioneer in the study of the positive aspects of mental health. In his popular work “A Theory of Human Motivation” he states that after we satisfy our physiological needs and security, the third level of need is to have a sense of belonging.

Elton Mayo in the “Hawthorne Studies” established that behavior of individuals at work is affected by groups. People feel secure and find purpose from belonging to a team due to the familiarity and routine it gives them. We all have a natural need for stability membership of a team establishes expectations from which rules norms and values derive.

Modern organisations are made up of teams. The thinking behind this stems from Maslow’s postulations. With physiological and security needs met, being part of a team satisfies the need for a sense of belonging. This then allows us to transit to improving our self-esteem through achievements. We now desire for fulfilment and self-actualization. This inspires us to then use our talents and creativity. Hence it is easier and much more efficient to motivate a team than an individual.

To encourage collaborative work, teams need to be deliberately and strategically chosen and managed in a manner the enhances members sense of security.

LBS uses this to drive academic collaboration with the formation of groups. These groups are composed of members with diverse academic and professional backgrounds. These groups are safe spaces for students to be themselves, seek support and find purpose. It also creates a sense of rivalry which inspires members to look out for their colleagues. Group assignments and study creates bonds and as sense of responsibility.

From my description of the benefits of being in a team it is clear that team must contain an authority figure. Teams require leaders, the develop the vision, the provide resources, the advocate change and the empower the members to go and achieve the goals.

Leadership in the modern sense is contextual, good and effective teams are composed of many leaders. While administratively there may be a heretical leader or head, in its daily function the role of leadership would switch between various members. Good teams know the strengths and competences of team members, good administrative leaders are those who know when to cede leadership to other leaders in the group.

Bruce W. Tuckman developed the most common frame work for evaluating the evolution of teams. In his work he describes four stages of team development; Forming, Storming, Norming and Performing.

In the forming stage members express excitement about part of the team and express positive expectations. They may feel some anxiety about meeting expectations. As they begin to work, members get a dose of reality as the realise all their excitement and expectations may not be met. This is the storming stage. Feelings of frustration may distract team members from their goals. Members learn how to manage conflict and respond to differences. As the team transits to the Norming stage members accept the reality of the group. Team rules are established or adjusted to provide more flexibility and inclusiveness in line with realistic expectations. Members begin to relax and feel a sense of comfort. There is more candor in the group and a lot more cohesion. The sense of belonging begins to shine through. The team then transits to the performing stage where they really know each other and can communicate both openly and effectively they are now greater together.