Building Challenges Within A Team

Trust defines the ability to create a cohesive team in the first principle of mission command. Lack of trust between commanders, subordinates and peers develops a lack of confidence in everyone’s ability to accomplish

2. “Trust can actually encourage disagreement and conflict among team members.”  Explain why this could be the case.

Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

In this book, trust is defined as “one’s willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.” (page xiii) The author recognizes that trust is complex and dynamic. She views trust as the “lubricant” that greases the machinery of the organization. Trust is particularly important where parties are interdependent, or the “interests of one party cannot be achieve without reliance upon another.” In schools “teachers and principals are

Why are trust and collaboration so important in everyday life? Those concepts are important because they are the foundation for successful teamwork. Too often colleagues do not trust one another and this leads to breakage in the workplace. There are many ways to enhance trust and collaboration, including commitment, listening, efficient communication, sharing information, and putting the interests of the organization ahead of one’s own interests. Commitment is crucially important in the workplace when one wants others to trust him or her.

Trust has to be earned and not automatically given. In order for this cross-functional team to operate cohesively, it is vital that trust is created within the department. This will not be a small task, seeing that “it takes years to build trust, but only a second to destroy it” according to Harvey Mackey. When employees trust management they are more involved and productive. (Kreitner & Kinicki, 2013). If trust is “having faith in others in a relationship,” then management must come up with a way of gaining the trust of this team. For example, a member on a football team practices hard, based on the assumption other members of the team are doing the same. His trust is a cognitive leap of his interactions with his teammates.

Team and team leadership play a crucial role in developing an adaptive and collaborative organization since the ability of a team to collaborate well together will improve its effectiveness. A collaborative climate must be present in an organization, and according to Northouse (2016) “to build an atmosphere that fosters collaboration, we need to develop trusting relationships based on honesty, openness, consistency, and respect.” (p. 370). This author also describes that this type of climate makes members of a team stay problem focused, have the freedom of taking risks, and listen to and understand one another (p. 370). By having a constant communication with the other members of the team not only creates a more trusting environment, but also

To examine the issue of why trust is important for effective team working in healthcare, the author will begin by reviewing definitions of trust, trustworthiness and the psychological approaches to trust development before considering the potential impacts that trust has on team working and performance. An overview of how trust can be nurtured and developed within the context of healthcare teams will also identify the role of leaders in building a climate for trust to be developed.

It is very important that leaders take into account the strengths and weaknesses of team members and consult them when delegating tasks to ensure that what they are being assigned is something feasible for them to complete. Leaders also need to assure that when they receive information that they share that information consistently so that every is privy to the most accurate and up to date information In the book “Building the High Trust Organization" Pam Shockley-Zalabak, Sherry Morreale and Michael Hackman characterize this as communicating with a need-to share mentality(Kouzes,86). This will prove to the team that the leader sees them as a valuable part of the team and as someone that the leader respects. In my experience I gained more trust for those on my team and our leader by experiencing a human connection with them. For example in between dialogue related to the projects we worked on we would talk about thing that many of us had in common that we were unaware of such as television shows and movies that we all watch. According to Kouzes and Posner because trust is an essential risk in the relationship between leaders and their team there must be a mutual agreement to take the risk. This means that not only do constituents need to trust the leader to properly handle the information they communicate, and the resources they allocate but the leader needs to trust that their team will handle their assigned tasks with that same care. Unlike managers leaders must possess a deeper level of trust for their team because while a manager is the keeper for the task the leader is the portal for the vision. In Chapter 6 “Trust Rules” Gigi Xie a territory manager for 17 retail gas stations (BP) in southern china used emails to keep moral up among her team and promote a We not Me

Coach P. pointed out that trust is extremely important for a team. Any slight change in the racing shell affects the whole boat, and it is important not to respond, the best way is to trust that none in the crew will be the weakest link of that crew, and that the person out of rhythm will correct himself quickly. In my opinion, trust plays a role as an energizer, it motivates team members to work harder toward their common team goals. However, sometimes, I feel like that it is more like a devil's advocate, it offers constructive challenges to the team, because it is relatively hard for people to give entire trust to others, and it is hard for them not to react to respond to someone else’s mistakes, if they can conquer the trust issue, they can conquer the competition as

In order to build trust there are 6 guidelines that should be followed; communication, support, respect, fairness, predictability, and competence [ (Kreitner & Kinicki, 2013, pp. 313-314) ]. These six guidelines are important for cross functional teams because trust is an important piece of making a team work effectively. With diverse groups come diverse cultural value systems and this is a basis of distrust. Sim Sitkin and Nancy Roth, researchers from the Univeristy of Texas found that distrust occurs when “an individual or group is perceived as not sharing key cultural values” (Sitkin, Roth, 1993) So in Google’s case with such diverse and highly functioning team trust building is an important task for leadership. The key to this is having a leader to work with the three groups facilitating conflict and more importantly build relationships amongst groups. The team leader must also present positive project views to each team that increases the potential for sharing of resources and information. By doing this, the projects the groups are working on become the team project.

While involved in a team, individuals need to trust their teammates in order to complete all tasks because getting the work done involves all members, which in turn stresses cooperation and collaboration. The loss of trust will cause conflicts to arise and members of the team will be unwilling to compromise, cooperate and agreements will never be achieved which will jepardizes the tasks from being accomplished. If a team loses that trust it may never truly be earned again and if it is, it takes an extraordinary amount of commitment and effort for it to be regained.

Building and maintaining trust in the workplace in important to help me meet the aim and objectives set as a team. Working as a team is important in allowing the work we face to be completed to a high quality standard using effective and efficient ways to providing value for money.

A team comprises of three or more people who come from different units or departments within the company with varying skills, knowledge and experience but they regularly collaborate in order to achieve a set target, objective or project. It is also known that ‘Teams’ are often formed for temporary assignments with one main goal, focus or outcome in mind. So, it can be said that teams should be able to avoid potential problems at the early stages of the project. An example of this is, if a team is

Therefore it will be expected that by adding a social leader to the software team that conflict will be managed in an effective and efficient manner. Finally, it has been shown that teams designed with the framework set out by Barry (1991) will be more likely to develop trust between members (Lovelace, Shapiro & Weingart, 2001). This is crucial as trust is critical to team success, especially in situations (alike to that of the software team) where time constraints are an impediment (Lovelace et al., 2001).