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The S.E.C.R.E.T. to successful team dynamics.(Selected Topic)

Business Credit

| April 01, 2005 | Dawson, James | COPYRIGHT 2005 National Association of Credit Management. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan.  All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)Copyright

You have just joined a team of specialists who have worked together for six months on a potentially Lucrative contract. At your first Monday morning meeting, you sit at the conference table listening to your teammates sort through project details. You ask questions and are politely answered. Even though you have knowledge and experience to offer, no one asks for your input. Some team members are questioning the politics behind certain decisions. Others are complaining about the lack of resources. Your boss enters the room and everyone grows quiet as he explains that the company could lose the contract if this team misses another deadline.

Sound familiar? It doesn't have to. There are specific reasons why some teams succeed and other teams fail Is it the quality of leadership, the commitment of team members, or something else entirely? Is there a S.E.C.R.E.T. to successful team dynamics?

From storefront restaurants to corporate conglomerales, an organization's success depends on the effectiveness and productivity of its various teams. And team success depends on the cooperation and collective efforts of human beings who may or may not even like each other. Since any weakness within an organization can quickly become a competitive disadvantage, the people within an organization must function effectively as individuals and as team members.

When it comes to teamwork, a person's ability to build relationships, work with others, and communicate effectively can be more important than his or her technical expertise. According to Daniel Goldman, author of Emotional Intelligence, the brightest people are often not the most effective in a business organization. Rather it is the people with superior intrapersonal and interpersonal intelligence that are the most productive. They can create the synergy needed to get things done, things that cannot be accomplished by an individual working alone.

In addition to having members with intrapersonal and interpersonal savvy, what are some of the characteristics of a successful team? What do they have in common?

On a fundamental level, a successful team must have:

* A clear mission: members know what they are supposed to do and have agreed to meet specific objectives

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