Essay Sample on Optimizing Team Performance: Collaboration Through Communication and Gaming

Introduction

Intense competition, frequent unpredictability, and the perpetual requirement for innovation are giving rise to higher positions of communication and collaboration (Snook & Polzer, 2004). Managers and coaches alike have the skills to consider a group as a prudently static and designed collection of individuals, who like basketball team enhance their performance by practicing efficiently and interactively. Colenso (2017) argued that when working with a gaming team, instead of thinking of a team, it is critical to think of teaming. It is a term that denotes to developing and building teams as a project while bearing in mind that the alignment can change. Teaming as seen in the case study is critical in organizational learning. Teamwork and, in essence, teaming requires for the development of cognitive skills and affective skills (Snook & Polzer, 2004). Teaming calls for expanded expertise and knowledge to position an organization or team strategically for the market and competition.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Save 25%

From the case study, both the Junior Varsity Crew and the Varsity Crew had equal organizational ability but different teaming levels. The Junior Varsity Crew had the best teaming ability and characteristic and, from the early stages, realized the intense competition and the urgent need for innovation. The Junior Varsity Crew also had the best teaming behavior strategically synchronized with their overall teamwork and coordination. Their overall coordination was never the static and bounded entity, but dynamic and resonated well with their experiences and skills (Colenso, 2017). The best team organization and coordination is that which perceives itself as one entity with closely guarded bounds of performance. Improved coordination works well in guiding the management and design towards establishing a well-rounded team.

The amplitude of teaming depends on in its dynamism, mindset, and the varying practices developed by the team members. Teaming primarily aims at establishing an operational and productive team. Fast movement organizations have the best teams characterized by flexibility and skill, especially in moments of collaboration (Haar et al., 2017). They have not only the ability to prepare for the moment but also the identification of teamwork skills that entail trust and synchronized coordination. Teams must develop the best capabilities to share critical understanding's quickly through their diverse knowledge and skills.

From the case study, and especially the junior teams' overall assessment, teaming remains the central aspect of winning and top organizational performance. Teams may present complicated units, while many may be united as a team; most bring together multiple fields of capability, with almost all of them engaging at different levels. According to Colenso (2017) such is a critical component of organizational engagement, a training procedure that encompasses significant way-but not how an individual presents them. In a team, when a player acquires knowledge, it creates not the way an organization offers its services or products but how the player's engagement influences others involved in the entire process (Haar et al., 2017). An organization can learn how to build the best team through continuous training.

While both the Junior Varsity and the Varsity Crews had all it required for the best performance, the junior team excelled in constant improvement and innovation toward synchronizing their knowledge and coordination. According to Rahbi et al. (2017) it requires not only miniature activities but also an on-going process of learning that encompasses continuous change and adjustment of critical activities that further enhance team performance. A workable team, coupled with prudent management, is required to bring forth the best skills and knowledge towards achieving the best team spirit among team members (Colenso, 2017). By understanding this concept of teaming, management acquires critical breakthrough survival strategies to emerging the best irrespective of level or class status. It all boils down to quality frameworks that identify the necessary improvement performance required for top-notch work culture. Thus, to build the best team performance, it is critical to the process and share knowledge quickly and imparted in team members in a way that does not compromise the quality of outcome or information.

High performance teaming is all about goals and understanding. It is a combination of performance ethics, skills, and talent. It involves reliable leadership attributes, motivation, standards, norms, empowerment, and to a great extent, communication (Haar et al., 2017). The synergy that rotates with the high-performance team originates from a shared understanding of purpose, commitment, and clearly outlined the role and responsibility of each member. Through clearly defined roles, a team exemplifies high potential, stretched goals, and an increased aspiration among the members (Edmondson & Harvey, 2017). The members try their best to retain the best talent, and morale is set high. Surviving and remaining on top for a long time is all pegged on the individual members' self-abilities, and the ability to take on and strive for team goals (Colenso, 2017). In addition to commitment and confidence on a lower scale, teaming and team membership provides and promotes a high level of cooperation further enhanced by effective communication.

From the case scenario, the junior team has a unique strategy in keeping their power and commitment in line with their expected norms and standards (Haar et al., 2017). Cooperation supports and enhances cooperation, communication, and team building that go a long way in building a cohesive network among the members. Over an extended period, individual work coordination takes a synchronized approach that resonates with the member's performance ability, further making on the secure network and resolve for top performance. Such depends on various aspects but mainly develops over a long time. However, Colenso (2017) maintained that once it is integrated with the team member's synergy, a seamless effort of high performance is established. The Varsity Crew, to a small extent, has not aligned their structural purpose behind their coordination and overall strategic performance (Haar et al., 2017). In many ways, a potent combination of coordination and overall strategic performance plays a critical role in building collective expertise, bringing forth collective purpose to goal achievement.

Team leaders lead team members with a robust and focused goal in mind. They work and remain genuine to the aspirations and values of the entire team. No team member builds that inner confidence and motivation without guided leadership. Leaders offer insight and incisive steps toward collaboration and efficiency (Rahbi et al., 2017). From the case study, teaming and team building are supported together with three essential cultures; empathy, passion, and curiosity. Failure to integrate these three in team-building and teaming by a leader derails any outlined effort of collaboration. While a leader may lead with passion and dedication, without empathy and curiosity, building the inner need to achieve, a leader would lack the aspiration to collate a strong binding team. Passion has to integrate with the ability to inspire curiosity among the team members and help extend their winning culture (Snook & Polzer, 2004). Without these, a leader may not measure up to their best of performance.

Conclusion

Collaboration among team members is the number one factor that sets in pace goal achievement and close interconnectedness (Snook & Polzer, 2004). Synchronization of all the team members' efforts provides for focused attention on the ultimate goal(s). Just sharing a common goal is weak in terms of building. Coordinating their efforts and harnessing the best of their skills helps a team navigate around their best attributes to achieve set goals. A leader must also formulate a way to set the stage right for all the requirements of a team's best efforts. Getting the best of a team is about harnessing their best attributes and coordinating their efforts towards a common purpose (Haar et al., 2017). Failure to achieve a synchronized roadmap to success is the number one pointer to failure among team members.

References

Colenso, M. (2017).High Performing Teams In Brief. New York, NY: Routledge.

Edmondson, A. C., & Harvey, J. F. (2017). Extreme teaming: Lessons in complex, cross-sector leadership. New York, NY: Emerald Group Publishing.

Haar, S. V. D., Koeslag-Kreunen, M., Euwe1, E., & Segers, M. (2017). Team leader structuring for team effectiveness and team learning in command-and-control teams. Small Group Research, 48(2), 215-248. https://journals.sagepub.com/doi/pdf/10.1177/1046496417689897.

Rahbi, D. A., Khalid, K., & Khan, M. (2017). The effects of leadership styles on team motivation. Academy of Strategic Management Journal, 16(3), 1-4. https://www.abacademies.org/articles/the-effects-of-leadership-styles-on-team-motivation-6793.html.

Snook, S. & Polzer, J. T. (2004, March). The army crew team. Havard Business School. https://wenku.baidu.com/view/dd47d8cac5da50e2524d7fe3.html?re=view.