Week 7 Discussion Response- Managing People and Promoting Collab

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Lakenya Campbell

Walden University

Managing People & Promoting Collab

Prof Warrick

July 9th, 2025

My Best Team Experience – Analysis of Managerial Practices That Promote Effective, Positive, and Inclusive Teams

Best Team Experience Description

A local nonprofit community service initiative was one of my favourite team experiences. Our diverse team of volunteers developed and launched a weekend feeding program for underprivileged youngsters. Our single objective, inclusive atmosphere, and mutual respect made the event memorable. Despite tight timelines and resource limits, the mood was positive and collaborative. Everyone was encouraged to share their strengths, and we celebrated minor triumphs together.

Three Factors That Contributed to Positive Culture, Inclusivity, and Engagement

1. Psychological Safety and Trust

Positive team dynamics were boosted by psychological safety. Team members might voice their viewpoints, propose new ideas, and dispute without fear of scorn or exclusion. One member voiced worries regarding food packaging sustainability, which hadn't been explored. We used biodegradable materials in our strategy instead of dismissing the idea. This transparency-built trust, which Su (2019) says is crucial for teamwork and performance.

2. Clear Purpose and Shared Values

Everyone was driven by our objective to serve children. When employment has purpose, Cable (2019) says individuals are more engaged. Every planning meeting began with a brief reminder of our "why," boosting our effect. This concentration kept us motivated and aligned, even in difficult times, and gave us the energy and resilience to work.

3. Diverse Strengths and Inclusive Participation

Different work styles and strengths were valued in the team culture. Using a simple structure like Vickberg & Christfort (2017), we organically fostered “pioneers,” “guardians,” “drivers,” and “integrators”. While a “driver” effectively developed the logistical timetable, a “integrator” emotionally supported and appreciated volunteers. This balance enabled a holistic project approach and deeper member engagement.

Two Managerial Practices for Building Effective, Positive, and Inclusive Teams

1. Establish a Team Charter Early

I would implement a team charter with goals, roles, norms, and decision-making processes to build a solid basis. A team charter offers structure, aligns expectations, and minimizes misunderstandings, according to the Centre for Creative Leadership (n.d.). This tool would clarify how each member can contribute and ensure early responsibility.

2. Encourage Purpose-Driven Autonomy

Based on Ancona & Isaacs (2019), I would balance direction and freedom by giving team members liberty in achieving results while ensuring their tasks match with common goals. Engagement and creativity require ownership and creative contribution, which this increases.

References

Ancona, D., & Isaacs, K. (2019). How to give your team the right amount of autonomy. Harvard Business Review Digital Articles.

Cable, D. (2019). Helping your team feel the purpose in their work. Harvard Business Review Digital Articles.

Center for Creative Leadership. (n.d.). Keep your team on track with a team charter.

Su, A. J. (2019). Do you really trust your team? (And do they trust you?) Harvard Business Review Digital Articles.

Vickberg, S. M. J., & Christfort, K. (2017). Pioneers, drivers, integrators, & guardians. Harvard Business Review.

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