The Pros And Cons Of Teamwork Success

If you are not a effective leader your team is not going to be a productive team. When the leader doesn't have vision or the ability to effectively manage the team, then the group loses the motivation and confidence necessary to come together as a unit. If you want your team to feel effective and relevant, it needs to have well-defined goals to accomplish. When there are no clearly defined goals for your team to achieve, the team members do not have a way of utilizing their individual talents and they have no way of pooling those talents toward achieving a common result. Teamwork success happens when there is no overlapping authority, there is an environment of trust between members and management, each team member accepts the team's

For example, team members may challenge your authority, or they can jockey for position as their roles are clarified. Or, if you haven't defined clearly how the your team will work, people may feel overwhelmed by their workload, or they could feel uncomfortable with the approach you're using.
Some of them may question the worth of the team's goal, and they may resist taking on tasks.
Team members who stick with the task at hand may experience stress, because they don't have the support of established processes, or strong relationships with their colleagues.
Norming - in this stage gradually the team moves into the norming stage. This is when people start to resolve their differences, appreciate their colleagues strengths, and respect your authority as a leader of the team. Now that your team members know each other better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. When the team members start to develop a strong commitment to the team goal, and you and your team start to see good progress towards it. There is often a prolonged overlap between norming and storming, because, as new tasks come up, the team may lapse back

Adjourning- this stage is also known as "mourning". Any teams will reach this stage eventually.
For example, there are project teams that exist for only a fixed period, and even permanent may be disbanded through organizational restructuring. The team members who like routine, or who have developed close working relationships with colleagues, may find this stage difficult, particularly if their future now looks uncertain. You can use this Truckman's model to help yourself as a leader and your team to reach the performing stage as quickly as possible.
Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes his leadership style. Starting with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on to develop on his new team. And Finally is very important to remember that all team-working situations are fundamentally about working with other people. If you as a member or as a leader have