When the 3 conditions above are present the chances are good that a team will perform its work well and build the competence of the team to achieve high performance, contributing to the well being of the team members and organization.
Research does point to three leadership areas where there are right and wrong directions.
It can be helpful for managers to offer coaching and hands-on support as team members develop the skills they need to work well in a team and as the teams learn to work together.
At work we develop ideas of the utility for resources and interactions, until we’ve been exposed to another way of understanding and interacting with those people or resources.
An organizational systems set to provide teams with support is noticeably different from a system intended to support and control individual work.
The question about team structure is not how much structure does the team have? All teams need structural supports. The question is what kind of structure? Does is it enable cooperative work, or does it make team work more difficult and frustrating.
Workplace trust comes from the work and being useful to the team. Not from sharing deep secrets from your past.
Goals are what you want in relation to the problem, while solutions are what you want independent of the problem.
Top managers of an organization have to recognize environmental differences in teams work. When a management team attributes “good” or “bad” work to team without taking in the environment the attribution eventually becomes self-fulfilling.
When the management team documented the responsibility they could compare that to the authority of team leaders and we changed how the work got done, leading to people working differently.