Building Teams and Resolving Conflict

Building Teams and Resolving Conflict

Difficulties the managers are having establishing self-directed, high-performing teams.

To identify problems when shifting to a self-directed, high-performance team, you must consider how your teams’ are operating (Simkovits, n.d.). Are you holding meetings daily? Is there enough communication within the organization? These are important questions you need to answer as a manager to ensure a satisfactory result (Simkovits, n.d.). Trying to produce these self-direct, high-performance teams will not be that easy, many companies fail due to a lack of communication and sometimes a lack of management skills (Simkovits, n.d.).

Another problem that some managers have difficulties in maintaining a self-directed group is not giving sufficient training in order to let the team manage themselves (Simkovits, n.d.). Also, other project supervisors who become part of the teams may not want to do their share, or help guide the team to their goal (Simkovits, n.d.). Since most members can feel as if they need to be told what to do, rather than work together on their own, can cause many problems in the implementing stage (Simkovits, n.d.). It becomes frustrating for these members to look to the manager for answers and the result eventually becomes unknown (Simkovits, n.d.). Managers, who expect a team to solve it on their own without any guidance, can turn the team against its management (Simkovits, n.d.).

Another way of identifying the difficulties when implementing a self-directing team can be found within the management (Simkovits, n.d.). If supervisors do not have the skills to coach the teams into making their own decisions, the team may fail in accomplishing tasks (Simkovits, n.d.). That’s why it is very important as a management team to have meeting to help us better understand how we can train these teams more efficiently and help improve production (Simkovits, n.d.). This connected with the next difficulty which is trust. Trust is very important because if no one believes that transitioning to self-directing, high-performance teams, then it will never be fully implemented (Simkovits, n.d.). There can be instances where members of our team, especially our veteran members and supervisors who will not want to contribute and start recommending for our older ways of management (Simkovits, n.d.).

Lastly, owners or CEO (Chief Executive Officer) may not have voiced their vision as a organization thoroughly therefore many members may be unaware how important it is to do what we do with consideration to our older days of rewarding individuals, we must now start rewarding teams as an addition to motivate team cohesiveness (Simkovits, n.d.). It is important to recognize each team for their accomplishments rather than just the individual because it can start conflicts within the group and could cause a drop in the company’s