Team Performance Criteria

• Successful team performance relies on several criteria

Interpersonal attitudes and behaviour

• Positive support and motivation among team members are vital.
• Good interpersonal relationships boost job satisfaction and productivity.
• Members should be committed to a shared common goal.
• Team leaders should acknowledge and give credit for positive member contributions.

Shared values, mutual trust, and support

• Loyalty, respect, and trust should be shown towards team members, despite differences.
• Respect for the knowledge/skills of other members is key.
• Integrity in performing tasks and meeting deadlines demonstrates commitment.

Communication

• Clear procedures ensure every member understands their role.
• Good communication enables quick decisions.
• Quality feedback improves team morale.
• Honest discussions lead to solving problems effectively.
• Progress reviews help members correct mistakes and achieve goals.

Cooperation and collaboration

• Clearly defined, realistic goals ensure everyone knows what to accomplish.

• All members should participate in decision-making.

• Willingness to cooperate as a unit is essential for achieving objectives.

• Cooperation with management helps achieve team/business goals.

• Agreeing on methods avoids wasting time on conflict resolution.

• Successful teams share a common goal through inclusive goal-setting.

• A climate of respect, trust, and honesty is crucial.

• Shared team values are implemented through group decisions.

• Sound intra-team relations are present.

• Open communication and immediate conflict resolution are practiced.

Forming Stage

• Individuals gather information about each other and the task.
• Teams are generally comfortable and polite.
• Focus is on routine tasks like team organization.

Storming Stage

• Teams experience unease.
• Competing ideas arise.
• Team members confront each other's ideas.
• Arguments may occur over leadership.
• Resolution can be quick or can be stagnated.

Norming/Settling/Reconciliation Stage

• Team members reach agreement and consensus.
• Roles and responsibilities become clear.
• Working styles and respect develop.
• Ambition to work for the team's success grows.
• Conflict may occur, but is overcome by commitment and unity.

Performing Stage/Working as a Team Towards a Goal

• Team members understand strategies and aims.
• Direction is achieved without leader interference.
• Processes and structures are established.
• Leaders delegate and oversee processes.
• Members are competent, autonomous, and able to handle decision-making independently.

Adjourning/Mourning Stage

• Focus shifts to task completion.

• Breaking up the team can be traumatic.

• All tasks must be completed.

• Team dynamic theories explain how effective teams operate.

• Tasks can be allocated according to team member roles.

• Performance is maximized by assigning tasks based on abilities.

• Members with similar strengths may compete.

• Conflict can be minimized through differentiated roles.

Causes of conflict in the workplace

• Differences in backgrounds, cultures, values, beliefs, or language can be a source of conflict
• Limited business resources can lead to conflict
• Differing goals/objectives for groups or individuals can lead to conflict
• Personality differences between group/individuals can lead to conflict
• Differing opinions can lead to conflict
• Unfair workload distributions can create conflict

Conflict resolution steps/techniques

• Acknowledge the presence of conflict.
• Identify the root cause.
• Hold pre-negotiations for workers to state views separately.
• Schedule negotiations with all involved employees present.
• Arrange a meeting between conflicting employees.

Grievance:

• Arises when an employee is unhappy or has a complaint in the workplace.
• It is a work-related issue for an individual or group.
• Examples include discrimination, unfair treatment, or poor working conditions.

Conflict:

• Is a clash of opinions, ideas, or viewpoints.
• Involves disagreement between two or more parties.
• Examples include lack of trust, miscommunication, personality clashes, or different values.

Procedures to deal with grievances

• An employee reports the grievance verbally to a supervisor, who resolves it within 3-5 days.
• If unresolved, the employee escalates it to the next level of management.
• A formal written grievance is lodged if necessary.
• A written reply to the grievance must be provided.
• A hearing/meeting with relevant parties must be held.
• Meeting minutes and resolutions are recorded on the grievance form.

Types of difficult personalities

• Complainer
• Indecisive
• Over-agree
• Aggressive
• Negativity
• Expert
• Quiet

Strategies to deal with difficult personality

• Complainer: Listen without acknowledging complaints
• Indecisiveness: Guide through alternatives and emphasize decision importance
• Aggressive: Allow speaking time, be firm without attacking
• Over-agree: Be firm, ensure promises are kept, follow up on actions
• Negativity: Be firm, don't agree, listen without being drawn in
• Expert: Be assertive, know the facts
• Quiet: Avoid filling silence, wait for responses, restrict discussion time

Ways to deal with difficult people/employees

• Gain perspective from others
• Act proactively
• Hold regular supervisory meetings
• Identify the personality type.
• Meet privately with the employee
• Set a deadline for behavior improvement.