I firmly agree with the results the results that I am a highly effective team member based on the self-assessment report. I contributed to all the team’s activities and maintained constant interactions with the team cohorts. I was keen on keeping track and generating high-quality expectations. My skills and knowledge perfectly matched the roles that I performed in the team. Effective communication was one of my strongest areas during the team activities. I was able to articulate my ideas in a clear and concise manner, and none of my team members complained of poor communication from my side. Because of my strong communication skills, I was deeply involved in making sure that everyone comprehended critical information by availing explanations to the details from one individual to the other. I ensured that all the sharing of information was prompt to make sure that critical decisions are made smoothly. Another area where I was strong in is attending the meetings and contributing by asking questions or giving clarifications on the work progress.
I never missed a single meeting during my engagement with the team. I am also a gifted, motivation speaker. I therefore utilized my skills to encourage fellow team members who were struggling to complete their duties to work hard and achieve our collective goal. I was strong in engaging with other team members through feedback and taking special concern in what others advised me to improve my performance. Because others helped me in some areas, I was also always available to offer my assistance whenever the colleagues needed it. I was also flexible since I would have another team member’s work with ease whenever it was necessary. My weakness was placing too many expectations on everyone to deliver quality work as I did. I also overworked sometimes when I was assisting the team members who could not complete their work timely to avoid failure.
I have never engaged in social loafing in a team because I am familiar with its negative implications. Therefore, I always avoid it at all costs. One of the reasons why I have avoided social loafing is because it has a high potential of ruining relationships between members of a team. According to Tracy (2014), the members who feel overworked hate their colleagues who make little effort to ensure that the team is successful. The lack of motivation among the hardworking team members due to social loafing usually negatively affects the overall quality of work. Social loafing prevents the recognition and appreciation of individual endeavours. Further, the acts negatively affects overall work quality produced by the team. In all the teams I have been involved in, there were established rules of engagement that ensured that everyone offered a significant contribution to the team as a way of eliminating social loafing. There has also been the allocation of distinct roles for the team members as a way of ensuring everyone participates in the activities and no one is overworking because of another member’s laziness. I have also been in relatively small teams where social loafing is not common because the team leader closely monitors every member.
Benefits of Teamwork
According to Anderson (2015), working in a team in the workplace comes with many advantages. The first advantage promotion of learning and creativity. Teamwork permits knowledge sharing in the organization and through the combination of different perspectives of solving encumbrances; team members learn how to develop viable solutions. The skills learned during team activities are part of career growth and the knowledge can be carried along to the next place of work after the contract comes to a homestretch. Teamwork also promotes trust and enhances the relationships with other members of the organization (Gignac, 2013). During team activities, learning of conflict resolution methods is effective and therefore the relationship with other members of staff improves after enjoying working together. Teamwork assists in making calculated risks as opposed to when working alone. When working on a project as an individual and it fails, one has to show responsibility as contrary to a team setting where the responsibility is shared. It is therefore much easier to introduce new and creative solutions to a team where it can be carefully scrutinized before the implementation. Teamwork also allows the staff members to come up with new ideas that do not follow the norms (Russell, 2012).
Group formation usually takes place in stages. As Sheppard (2011) explains, the first stage is known as forming and takes place when the individuals come together for the first time. At the forming stage, the tasks and responsibilities for the members are not well defined, and people are either anxious or excited. It is rare for a conflict to arise during the forming stage. Storming is the next stage, and the group members start exploring how to implement what was established at the forming stage. During the storming stage, conflicts are prevalent as people challenge the authority as well as criticize the division of roles as well as the suggested methods to attain results. It is typical for most groups to encounter failure at the storming stage. The next stage is norming, and the group members learn how to solve their previous conflicts to achieve the goals.
As Demange and Wooders (2010), argue at the norming stage, individuals start appreciating the authority as well as strengths and weaknesses of different individuals. After norming follows the performing stage where the group members are well organized to achieve their set goals. At the performing stage, there are effective processes and structures in place to support the achievement of the set goals. The last stage is adjourning that takes place during the end of a project for the temporary groups. The permanent groups may reach adjournment due to the restructuring that takes place from within. At the adjournment stage, it is challenging for most group members because they have to end their working relationships and embrace an uncertain future (Kohn& Connell, 2012).
Importance of Group Effectiveness
Group effectiveness determines how successful the development will be. The more effective a group is, the less time is spent on the storming stage and handling conflicts. Effective groups also set achievable goals. There is a fair distribution of work ensuring that everyone is encouraged to participate in the group activities. Effective groups also tend to respect their leaders (Anderson, 2015). Therefore, their structures are effective to deliver quality work. Finally, effective groups set clear roles for the members as a way of uniting the group to attain a common goal and eliminate confusion.
Anderson, N. (2015). Handbook of industrial, work and organizational psychology: Vol. 1. London: SAGE Publications.
Demange, G., & Wooders, M. H. (2010). Group formation in economics: Networks, clubs and coalitions. Cambridge, UK: Cambridge University Press.
Gignac, F. (2013). Building successful virtual teams. Boston: Artech House.
Kohn, S. E., & O’Connell, V. D. (2012). 6 habits of highly effective teams. Franklin Lakes, NJ: Career Press.
Russell, J. (2012). Teams. Port Melbourne, Vic: Heinemann Library.
Sheppard, B. (2011). Teams. Abbotsford, Vic: Echidna Books.
Tracy, B. (2014). Leadership. New York: American Management Association.