Effectiveness of Team Building: Synergy and Resilience Factors Essay Sample

  • Pages: 3
  • Word count: 626
  • Rewriting Possibility: 99% (excellent)
  • Category: factors leadership

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According to the American Heritage Dictionary of English Language, Fourth Edition (2007), synergy is defined as “(2) the cooperative interaction among groups, especially among the acquired subsidiaries or merged parts of a corporation that creates an enhanced combined effect (Dictionary.com,).” A strong team must have synergy in order to function at their best. We will examine the complexities of effective team building my associating resilience and synergy for an optimal response according to Terrence Traut’s (2007) article “Characteristics of High Performance Teams” (p. 1).

In relation to teams, synergy is a very important aspect for its functionality especially if there is great distinction amongst its members. A review on high performance teams by Terrence Traut (2007) points to the conclusion that these teams use their distinct capabilities to excel in a given challenge (p.1). The direction of the team’s leader can make or break the abilities for a product launch or project to successfully finish without problems.

Resilience is defined as “the property of a material that enables it to resume its original shape or position after being bent, stretched, or compressed; elasticity (Dictionary.com, 2007).”The basis of a strong, high performance team is stretched once their expertise creates an incredible product, but it can also cause

their ideals to reform in the midst. Some teams have lost their ability to work together because of

their diverse backgrounds and secret agendas from their departments. For instance, the research and development (R&D) teams may not want a product to have certain features while the manufacturing teams insist on building the product with those features.

In order for a team to work successfully, a plan must be developed to suit the needs of the overall project. A project manager must take charge by displaying a persuasive leadership style that allows members to speak in an open forum regarding their concerns. The project’s objectives must be addressed accordingly or problems such as missed deadlines, intragroup conflict, and scattered visions could corrupt its process. High performance teams are aware of their limitations within their expertise, but are open to ideas or suggestions of other expertise such as marketing working with manufacturing and R&D working with sales (Traut, 2007, p. 1). The characteristics of each person can help build an incredible product for marketing to place on the shelves.

Participative leadership is very important when selecting potential candidates to work or include on a project (Traut, 2007, p.1). An innovative characteristic can help drive the whole group towards a complete success as well; some project managers overlook the basics, but find themselves in a bind once work begins. In some cases, the team’s ability to work together happens naturally if their experience, tenure, or backgrounds are similar to the other members. Effective team work grasps the whole initiative to progress through milestones associated with a project. No one will be left alone to handle a situation and everyone will take responsibility for their inclusion (Traut, 2007, p.2).

References Cited

Traut, T. R. (2006). Characteristics of High Performance Teams. International Cyber Business Services: Resource Center. Retrieved January 15, 2007 from the website:  http://www.icbs.com/KB/business/kb_high-performance-teams.htm.

resilience. (n.d.). The American Heritage® Dictionary of the English Language, Fourth Edition. Retrieved January 17, 2007, from Dictionary.com website: http://dictionary.reference.com/browse/resilience

synergy. (n.d.). The American Heritage® Dictionary of the English Language, Fourth Edition. Retrieved January 17, 2007, from Dictionary.com website: http://dictionary.reference.com/browse/synergy

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