While the concept of team work, team building, and the importance of teamwork as a whole is not new to business, changing times need to see a change in thinking. Most managers have been trained to see teams as being sensibly designed static groups of individuals. It is this thinking that needs to change.
Contemporary studies on the idea of teaming, deems it to be a dynamic entity with a life of its own. Unlike a baseball or football team, where players are allowed ample time to practice interaction for cohesion and success. Often a team in the workplace is changed or divided to form new teams, before they even have the opportunity to prove to themselves that they gel. It is these factors that make them dynamic units as opposed to static.
Corporate teams can literally change, grow, decrease or disband in a New York minute. One moment they exist, and the next minute individuals have been relegated to entirely different task with whole set of new faces and new personalities. It is important to organisational learning that managers are taught to understand that what might one moment exist in a team, could change at any given moment.
The ability to deal with such change demands both cognitive, and affective skills. That is cognitive – the ability to think, and affective – the ability to feel. Distributed leadership in teaming has the effect of expanding both expertise and knowledge, which is essential for the complexity, and volatility of the modern business environment. The aim of the game is to communicate, and collaborate more than ever before in order to respond to potential opportunities.
Teaming is about doing – it is a verb. Team is a noun that defines individuals that are generally located in the same place physically, in order to interact statically. It does not matter that the Baseball team is running all over the pitch during a game, they are still together physically for practices as well as games.
Contemporary business faces more challenges than ever before. Competition is intense, success is unpredictable, and innovation is king. Responding positively to these challenges often means bringing together teams that are not in the same department, building, or even geographically situated on the same continent. Fortunately technology has made teaming in this way possible.
Individuals no longer need to be bonded in the same room, in order to hash out strategy, communicate or collaborate. It is managers who need understand that formative concepts for managerial effectiveness is ready for change. Synergies can be created without the advantage of the frequent drilling sessions which are enjoyed by sports teams or musical groups.
Teaming is the answer to creating these synergies. It is teamwork on the run so to speak, and its success is determined by the mind-set of team work, and not by its structures. Organisation often demand flexibility where staffing is concerned, which demands for coordination and collaboration without the stability of a static design. Traditional team compositions are rarely found in organisations such as hospitals and other labour intensive organisations.
In effect teaming is a vital skill in working environment where people need to move fast. It is teamwork without the foundation of familiarity, where interdependence, trust, and synchronization still applies. Sharing important knowledge needs to be done quickly, and organizations need people with these skills, because business also needs to learn how to thrive in a world where continuous change has become the order of the day.