1.3 Context and Process
Using theories taught and relating to the personal experience, the team had to write a report on how we interacted with each other in producing the presentation on the residential weekend and then reporting on the theory versus practicalities of producing a report working as a Virtual Team.
2. Process and Process Evaluation
2.1 Group Structure
Our team did not have an obvious leader Belbin style, as it appeared we were team workers, willing to achieve an end product to our task and meet our performance criteria. There was a certain unwillingness to take the first step in the report production with most team members emailing the team with the same format “we need to make a start” Appendix (i).
After I produced an initial report layout and drafted a SWOT it was evident that Belbin primary roles no longer displayed themselves. The shaper volunteered to take the SWOT and draw a box around it and compile the report references, pragmatist traits Appendix (ii). The Co-ordinater and the Implementer volunteered to write the executive summary and expand on my already written draft conclusion, again pragmatist traits.. Appendix (iii).
2.2 Leadership and Influence
It was evident that there was an imbalance in the group composition with a number of shapers and co-workers but no individual charismatic leader (Weber 1947) in the form of a Chairman or Completer/Finisher. Subsequently leadership evolved in an organic manner from participatory and democratic discussion within the group (Pettinger). Decision-making was based on collective will.
This consensus based format resulted in tasks taking longer than desired given the limited time frame but ensured agreement between all members with each having ownership of the outcome, resulting in group cohesion.
Clear recognition of the objectives, timetable and outcome resulted in decision making and discussion being accelerated in reflection of reduced timescale.
These factors outlined above manifested themselves in the operation of the virtual team after the weekend. Group development was again a consequence of negotiation, discussion but limited participation.
2.3 The Individual and Group Dynamics / Behaviour
Team roles describe a pattern of behaviour that characterises one person’s behaviour in relationship to another in facilitating the progress of a team (Belbin).
According to the Belbin principle individuals behaviour in a team will depend on what characteristics that person possesses.
Our team was made up of mixture of:
- Creative or plants in Belbin’s principle. These people had the ability to solve complex problems. This caused the virtual team no problems as the report that the team was developing had a basis produced by myself which was agreed to by everyone either by positive comment or silent assent.
- Dynamic or shapers in Belbin’s principle. These people seemed to enjoy the pressure that was imposed on the team and actually just got on with producing their assigned section of the report
- Conservative or implementers in Belbin’s principle who turned the teams ideas into practical actions. This was limited in the virtual team by the fact that we knew the outcome so the need for ideas converted into actions was limited.
Some of the team seemed to change from their stated Belbin role when working in the virtual environment, happy to sit back whilst others produced work, then volunteering to finish that work.
Email was the favoured communication media with certain sub group pairings who had telephone contact and this seemed to be based on a social and geographic basis. The two from Lewis had regular telephone and face to face as did the two members from Lochaber
During the virtual team period the behaviour of the team followed a trend. An idea would be produced by one of the plants, the idea would be discussed via email among the shapers in the team who would try to develop the idea and most of the time the idea would be decided on with only positive additions or silent assent as mentioned previously. There was very little conflict in the team, possibly due to the constraints of email and during the whole virtual period and the team progressed steadily towards the report submission target.
2.4 Decision making and Problem Solving
On reflection it has become clear that the virtual task objective basically followed the Problem Solving process TOSIDPAR (Francis) and that although we as a Group did not follow the theoretical process consequentially in the residential weekend we did in the virtual period. It can also be seen that the five steps to decision making (Evans) were intertwined within the process as a whole. Essentially evaluation and selection can be taken to be the core processes in both problem solving and decision-making.
3. SWOT Analysis
Personal SWOT Analysis
4. Conclusions and Recommendations
As a result of functioning as a team through this exercise I now have a clearer understanding of the complexities of Group Dynamics and the importance of having a clear understanding of not only the task but of the ways in which a group of individuals who make up the group, can work towards accomplishing the objectives.
I have examined and analysed the ways in which theory may inform practice, albeit tailored to the specific context, and therefore be variable.
To work successfully in a Virtual Team environment, it is necessary to have the benefit of initial face-to-face collaboration to establish team roles and objectives as a basis for the Team Charter.
To maintain an effective alliance between team members, the group would ideally need to have all of the Belbin roles contained within in it. In future, were I to choose my own team, I would all take into account the necessary structure of teams and individual roles and the difficulties and practicalities of Virtual Team dynamics.
Also upon reflection it may have been advantageous to force the issue of strong leadership in order to achieve the objective in a more structured and timely way.
Appendices
- Example email
- Example email
- Example email
(appendix i)
From: Norman Maclean [[email protected]]
Sent: 31 October 2003 16:57
To: Alison Herdman (E-mail); Craig Brooks (E-mail); Dafydd Jones
(E-mail); Dave Wilson (E-mail); Morvern Jamieson (E-mail); Sonja Macleod
Subject: Group Reflection Review
Guys,
I haven't had a chance to think things through properly, but hope to do so
over the weekend. I don't have a computer at home so won't be contactable
again until Monday morning. There's been lots of useful comments/information
being passed around. I think we need to start pulling these ideas/comments
together and decide how we are going to tackle the group report. I think we
should give everyone until Monday to comment and perhaps aim to have a draft
report by next Friday. Agree it's important to get everyone involved so that
each of us takes ownership of the report.
Anyway, feeling a tad brain dead, thank goodness its the weekend. Have a
good one and I'll be in touch on Monday.
Cheers
Norman MacLean
Business Development Officer
(appendix ii)
-----Original Message-----
From: alison [mailto:[email protected]]
Sent: 05 November 2003 22:20
To: Norman Maclean; Sonja Macleod; Dafydd Jones; Craig; Dave Wilson; morvern Jamieson
Subject: compilation of references/appendicies
Had a meeting with Dafydd, I volunteered to compile the references and the appendices. The SWOT analysis took 186 words so we thought it would be better put as an appendices to save on words?? So if you can all forward me the references you are using etc, I'll list them then I suppose at the end tie them in to were they fit into the text. I am off work from the 14th so will have time to do this, but keep sending them in the meantime so I can work on them as I go,
Cheers
Alison...
(appendix iii)
P.S. attachment is SWOT if anyone wants to comment or make changes?
From: Sonja Macleod [[email protected]]
Sent: 04 November 2003 15:50
To: Alison (E-mail); Craig Brooks (E-mail); Dafydd Jones (E-mail); Dave
Wilson (E-mail); Morven Jamieson (E-mail); Norman Maclean
Subject: Report
Hi
I've just been on the phone with Norman and we'll do both the Executive
Summary and the Conclusions if that is Ok with everyone.
That will mean that the deadline for the sections to be sent to me will have
to be strict as naturally the summaries will be based on the broader
content.
* Deadline for individual section:- Tues 11 Nov 4pm. Send to "virtual
Neighbour"
* Deadline for editing:- Fri 14 Nov
* Deadline for all sections to be sent to me:- Monday 17 November
* Mail to Perth College: - 19 November (morning post)
Kind Regards
Sonja MacLeod
IT Training Officer
Corporate Services
Comhairle nan Eilean Siar
Sandwick Road
Stornoway
Isle of Lewis
01851 709 555
References
REFERENCES
Belbin,R.M. (1981) Management Teams – Why they succeed or Fail. Butterworth Heinemann.
Evans,D.(1990) People, Communication & Organisation.London:Pitman.
Francis,D.(1998) Effective Problem Solving.London:Routledge
Pettinger,R. (1997) Introduction to Management. 2nd Edition. London:McMillan Press Ltd.
Webber,M.(1947) The Theory of Social & Economic Organisation. The Free Press.
