Myth 1: Teams are harmonious people
Team is about the process of working collaboratively within a group of people in order to achieve common goal. According to Wright (2013) a team harmony involves various people with different needs, culture and/or beliefs gathered together in a team and that diversity can become strength for that team. The harmony within the team is characterized by 4 main profiles: task focused team, idea focused team, analytical focused and socially focused team. It is important that a team use of the potential from the four profiles and hence a good understanding of group diversity and its usefulness matters.
Myth 2: Team conflict is unhealthy
Generally conflicts are viewed unhealthy within most teams but in reality they can be healthy. In real perspective conflicts are source of energy or good change that need to be harnessed for the common interest of the team rather than viewed negatively. In addition conflicts arising within the team should be perceived as positive energy that can help the team get stronger.
Myth 3: Most people like time work
This constitutes a misconception for many people within and outside of the team. According to Wright (2013) individuals within a team are different and have different preferences. Some people are task focused, others are ideas focused, analysis focused or socially focused and all must work together for the common interest.
Myth 4: Teamwork is essential to business success
Teamwork is an essential part of workplace success. Like a football team working together to win a goal, every team member has a specific role to play in accomplishing tasks on the job.
Although it may seem as if one player scored the goal, that goal was made possible by many people’s planning, coordination, and cooperation to get that player the ball. Research has shown that corporates build and support teams because of their effect on overall workplace performance, both organizational and individual (Skripak, 2016).
Myth 5: Teams are easy to influence and manage
It is important to ensure that teams are good but not easy to manage in reality. Therefore leaders within teams are required to have high level of personal awareness and audacity.
Myth 6: Senior managers encourage teamwork
The misconception that senior managers encourage teamwork continues to be a challenge to fully benefit the potential resulting from teamwork. In reality senior managers are constrained with the perception of losing their power to control team members since in teamwork the weaknesses of managers are likely to be exposed and hence loss of control. In teamwork it is vital to corroborate, to share resources and ensure high level of empowerment rather than fighting for resources.
The myth I choose to describe in details is that says that “Teams are easy to influence and manage”. This can mislead most of the people ignoring the complexity of the team. A team is composed of different people with various behaviors, needs and beliefs which make it complicated to influence and manage for reaching the organization’s outcomes.
Within a team it is important to consider the effect of cooperation, conflict, coordination, communication, coaching and cognition are important for managers to influence and manage team members. Other important factors affecting organization’s team include its composition, the culture and context that all affect team outcomes bot directly or indirectly (Salas, Shuffler et al, 2014). Teams require appropriate coaching such as sending cues, providing timely feedback and information, and helping the team develop problem-solving strategies. Ineffective coaching included intervening in the team’s day-to-day work and providing solutions to team problems (Wageman, 1997).
Generally it is difficult to influence people see and understand the reality of the things. Most people prefer to accept common beliefs whether right or wrong. This is where comes the role of research and experience to prove whether certain myths are right or wrong. The myths about the way people perceive teams and teamwork need and will continuously needed to be studies in order to compare them with the real facts happening within organizations.