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C205Task2.pptx

Five Best Practices of High-Performing Teams

Clear roles and shared goals

Open and consistent communication

Trust and psychological safety

Accountability and follow-through

Continuous feedback and improvement

This section highlights five evidence-based best practices of high-performing teams. These practices are relevant to the teamwork problem identified in this presentation, which has resulted in workflow delays and customer dissatisfaction. Research shows that teams that consistently apply these practices are more effective, efficient, and responsive to stakeholder needs.

1

Clear Roles and Shared Goals

Clearly defined responsibilities

Alignment around common objectives

Understanding how individual work contributes to team success

High-performing teams establish clear roles and shared goals from the jump. When team members understand their responsibilities and how their work connects to broader objectives, collaboration improves. In the identified problem, unclear roles likely contributed to delays and inefficiencies. Role clarity helps teams coordinate more effectively and deliver consistent outcomes (Belbin, 2010; Kozlowski & Ilgen, 2006).

2

Open and Consistent Communication

Regular updates and check-ins

Clear channels for sharing information

Timely communication across team members

Effective communication is a key characteristic of high-performing teams. Consistent information sharing reduces misunderstandings and ensures that team members remain aligned. In environments where collaboration is weak, communication breakdowns often lead to missed deadlines and reduced service quality. Research on team effectiveness emphasizes that structured and frequent communication supports coordination and performance (Salas et al., 2015).

3

Trust and Psychological Safety

Team members feel respected and supported

Safe environment to share ideas and concerns

Willingness to ask for help

Trust and psychological safety allow team members to speak up, ask questions, and address concerns early. When teams lack trust, members may work in isolation, which undermines collaboration and slows progress. Psychological safety has been linked to higher engagement, learning, and team effectiveness, particularly in collaborative work environments (Edmondson, 2018).

4

Accountability and Follow-Through

Clear expectations and deadlines

Shared responsibility for outcomes

Reliable task completion

High-performing teams balance support with accountability. Team members are expected to complete tasks on time and communicate proactively if challenges arise. In the identified teamwork problem, missed deadlines contributed to delays and customer dissatisfaction. Accountability systems help ensure consistency and reliability in team performance (Robbins & Judge, 2020).

5

Continuous Feedback and Improvement

Regular reflection on team performance

Willingness to adjust processes

Learning from challenges and successes

High-performing teams continuously evaluate their effectiveness and make adjustments as needed. Feedback allows teams to identify collaboration gaps and improve workflows before problems escalate. This practice is essential for preventing ongoing delays and improving service quality. Teams that engage in regular reflection demonstrate stronger long-term performance (Kozlowski & Ilgen, 2006).

6

Resources

Belbin, R. M. (2010). Team roles at work (2nd ed.). Butterworth-Heinemann.

Edmondson, A. C. (2018). The fearless organization. Wiley.

Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77–124. https://doi.org/10.1111/j.1529-1006.2006.00030.x

Robbins, S. P., & Judge, T. A. (2020). Organizational behavior (18th ed.). Pearson.

Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations. Current Directions in Psychological Science, 24(3), 207–214. https://doi.org/10.1177/0963721414567365

7

C205Task2.pptx

C205 Task 2 Section B

Completed by:

Ronnie Kaye

Viviana Arias

Thomas Boccia

1. Identify a Significant Teamwork Problem

Synopsis:

I am an Operations Manager of a line and staff team environment

There are 3 teams (2 consisting of 5 personnel each, 1 consisting of 3 personnel)

Each team consists of 1 Team Leader, and the remaining personnel are support

The teams are collaborative in nature, supporting each others’ tasks

Problem:

The teams are not working collaboratively; when a team is able to support another, it chooses to perform other non-priority tasks as opposed to supporting each other.

This has caused a significant slow down of output resulting in a dissatisfied customer

The line and staff team environment currently consists of three teams under the direction of the Operations Manager, with a total of thirteen personnel. Teams A and B each have a single team leader and four supporting personnel, while Team C has a single team leader and two supporting personnel. The collective mission of these teams is to create and deliver custom products to a government customer, an effort that has been ongoing for five years. The team structure was intentionally designed to foster collaboration across teams, ensuring timely delivery and consistent quality.

Recently, however, collaboration has broken down. Each team has shifted focus exclusively to its own tasks, refusing to engage with sister teams. When workloads are minimal, personnel redirect their efforts toward professional or personal development activities and low-priority internal tasks, rather than supporting the broader mission. This lack of cross-team cooperation has caused a significant slowdown in product output, undermining the efficiency and reliability that the government customer has come to expect.

The government has already noticed the delays and has expressed concern regarding the cause and timeline for resolution. They have made it clear that if the issue is not quickly rectified, they will consider alternate means of product completion. As Operations Manager, the responsibility now lies in investigating the root causes of this breakdown, addressing leadership and workload issues, and implementing corrective measures to restore collaboration and ensure the continuity of timely product delivery.

2

2. Analysis of the Problem

Team A:

Team Lead is aggressive and only provides negative feedback

Team Lead is also known to take credit for others work

Team Lead performs nepotism

Team B:

Collaboration results in increased workload without additional compensation

Team Lead for Team B is ineffectual and refuses to support teams' members concerns

Team C:

Collaboration results in increased workload without additional compensation

Over-tasking has built animosity with Team’s A & B

Team C has attempted to address issues with all levels of leadership to no avail resulting in apathy

Team A’s reduced output stems from significant leadership challenges. Their team leader demonstrates aggressive behavior and consistently provides only negative feedback, which has reduced morale. Further compounding the issue, the leader is known to take credit for the team’s work and apply favoritism toward a relative within the team, resulting in a lack of trust and respect from support staff. This has created a toxic environment.

Team B faces both workload and leadership concerns. The team has experienced an increased workload without additional compensation, leading to frustration. Team A’s leader has directed negative comments toward Team B’s leader and support personnel, resulted in heated exchanges in the office. Team B’s leader has refused to escalate these issues to the Operations Manager or confront Team A’s leader directly, which has further reduced the team’s trust and respect in their own leadership.

Team C is struggling with over-tasking and lack of support. Their reduced team size has resulted in severe workload pressures, prompting them to withdraw from collaborative efforts with other teams. Although Team C’s leadership has attempted to address these concerns with both Team A & B’s leaders, the efforts were unsuccessful. Team A’s leader dismissed the concerns outright andTeam B’s leader initially agreed to act but failed to follow through. As a result, Team C remains disengaged.

The Operations Manager was unaware of these issues.

3

C205Task2.pptx

Five Best Practices of High-Performing Teams

Clear roles and shared goals

Open and consistent communication

Trust and psychological safety

Accountability and follow-through

Continuous feedback and improvement

This section highlights five evidence-based best practices of high-performing teams. These practices are relevant to the teamwork problem identified in this presentation, which has resulted in workflow delays and customer dissatisfaction. Research shows that teams that consistently apply these practices are more effective, efficient, and responsive to stakeholder needs.

1

Clear Roles and Shared Goals

Clearly defined responsibilities

Alignment around common objectives

Understanding how individual work contributes to team success

High-performing teams establish clear roles and shared goals from the jump. When team members understand their responsibilities and how their work connects to broader objectives, collaboration improves. In the identified problem, unclear roles likely contributed to delays and inefficiencies. Role clarity helps teams coordinate more effectively and deliver consistent outcomes (Belbin, 2010; Kozlowski & Ilgen, 2006).

2

Open and Consistent Communication

Regular updates and check-ins

Clear channels for sharing information

Timely communication across team members

Effective communication is a key characteristic of high-performing teams. Consistent information sharing reduces misunderstandings and ensures that team members remain aligned. In environments where collaboration is weak, communication breakdowns often lead to missed deadlines and reduced service quality. Research on team effectiveness emphasizes that structured and frequent communication supports coordination and performance (Salas et al., 2015).

3

Trust and Psychological Safety

Team members feel respected and supported

Safe environment to share ideas and concerns

Willingness to ask for help

Trust and psychological safety allow team members to speak up, ask questions, and address concerns early. When teams lack trust, members may work in isolation, which undermines collaboration and slows progress. Psychological safety has been linked to higher engagement, learning, and team effectiveness, particularly in collaborative work environments (Edmondson, 2018).

4

Accountability and Follow-Through

Clear expectations and deadlines

Shared responsibility for outcomes

Reliable task completion

High-performing teams balance support with accountability. Team members are expected to complete tasks on time and communicate proactively if challenges arise. In the identified teamwork problem, missed deadlines contributed to delays and customer dissatisfaction. Accountability systems help ensure consistency and reliability in team performance (Robbins & Judge, 2020).

5

Continuous Feedback and Improvement

Regular reflection on team performance

Willingness to adjust processes

Learning from challenges and successes

High-performing teams continuously evaluate their effectiveness and make adjustments as needed. Feedback allows teams to identify collaboration gaps and improve workflows before problems escalate. This practice is essential for preventing ongoing delays and improving service quality. Teams that engage in regular reflection demonstrate stronger long-term performance (Kozlowski & Ilgen, 2006).

6

Resources

Belbin, R. M. (2010). Team roles at work (2nd ed.). Butterworth-Heinemann.

Edmondson, A. C. (2018). The fearless organization. Wiley.

Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77–124. https://doi.org/10.1111/j.1529-1006.2006.00030.x

Robbins, S. P., & Judge, T. A. (2020). Organizational behavior (18th ed.). Pearson.

Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations. Current Directions in Psychological Science, 24(3), 207–214. https://doi.org/10.1177/0963721414567365

7

C205Task2.pptx

C205 Task 2 Section B

Completed by:

Ronnie Kaye

Viviana Arias

Thomas Boccia

1. Identify a Significant Teamwork Problem

Synopsis:

I am an Operations Manager of a line and staff team environment

There are 3 teams (2 consisting of 5 personnel each, 1 consisting of 3 personnel)

Each team consists of 1 Team Leader, and the remaining personnel are support

The teams are collaborative in nature, supporting each others’ tasks

Problem:

The teams are not working collaboratively; when a team is able to support another, it chooses to perform other non-priority tasks as opposed to supporting each other.

This has caused a significant slow down of output resulting in a dissatisfied customer

The line and staff team environment currently consists of three teams under the direction of the Operations Manager, with a total of thirteen personnel. Teams A and B each have a single team leader and four supporting personnel, while Team C has a single team leader and two supporting personnel. The collective mission of these teams is to create and deliver custom products to a government customer, an effort that has been ongoing for five years. The team structure was intentionally designed to foster collaboration across teams, ensuring timely delivery and consistent quality.

Recently, however, collaboration has broken down. Each team has shifted focus exclusively to its own tasks, refusing to engage with sister teams. When workloads are minimal, personnel redirect their efforts toward professional or personal development activities and low-priority internal tasks, rather than supporting the broader mission. This lack of cross-team cooperation has caused a significant slowdown in product output, undermining the efficiency and reliability that the government customer has come to expect.

The government has already noticed the delays and has expressed concern regarding the cause and timeline for resolution. They have made it clear that if the issue is not quickly rectified, they will consider alternate means of product completion. As Operations Manager, the responsibility now lies in investigating the root causes of this breakdown, addressing leadership and workload issues, and implementing corrective measures to restore collaboration and ensure the continuity of timely product delivery.

2

2. Analysis of the Problem

Team A:

Team Lead is aggressive and only provides negative feedback

Team Lead is also known to take credit for others work

Team Lead performs nepotism

Team B:

Collaboration results in increased workload without additional compensation

Team Lead for Team B is ineffectual and refuses to support teams' members concerns

Team C:

Collaboration results in increased workload without additional compensation

Over-tasking has built animosity with Team’s A & B

Team C has attempted to address issues with all levels of leadership to no avail resulting in apathy

Team A’s reduced output stems from significant leadership challenges. Their team leader demonstrates aggressive behavior and consistently provides only negative feedback, which has reduced morale. Further compounding the issue, the leader is known to take credit for the team’s work and apply favoritism toward a relative within the team, resulting in a lack of trust and respect from support staff. This has created a toxic environment.

Team B faces both workload and leadership concerns. The team has experienced an increased workload without additional compensation, leading to frustration. Team A’s leader has directed negative comments toward Team B’s leader and support personnel, resulted in heated exchanges in the office. Team B’s leader has refused to escalate these issues to the Operations Manager or confront Team A’s leader directly, which has further reduced the team’s trust and respect in their own leadership.

Team C is struggling with over-tasking and lack of support. Their reduced team size has resulted in severe workload pressures, prompting them to withdraw from collaborative efforts with other teams. Although Team C’s leadership has attempted to address these concerns with both Team A & B’s leaders, the efforts were unsuccessful. Team A’s leader dismissed the concerns outright andTeam B’s leader initially agreed to act but failed to follow through. As a result, Team C remains disengaged.

The Operations Manager was unaware of these issues.

3

C205Task2.pptx

Five Best Practices of High-Performing Teams

Clear roles and shared goals

Open and consistent communication

Trust and psychological safety

Accountability and follow-through

Continuous feedback and improvement

This section highlights five evidence-based best practices of high-performing teams. These practices are relevant to the teamwork problem identified in this presentation, which has resulted in workflow delays and customer dissatisfaction. Research shows that teams that consistently apply these practices are more effective, efficient, and responsive to stakeholder needs.

1

Clear Roles and Shared Goals

Clearly defined responsibilities

Alignment around common objectives

Understanding how individual work contributes to team success

High-performing teams establish clear roles and shared goals from the jump. When team members understand their responsibilities and how their work connects to broader objectives, collaboration improves. In the identified problem, unclear roles likely contributed to delays and inefficiencies. Role clarity helps teams coordinate more effectively and deliver consistent outcomes (Belbin, 2010; Kozlowski & Ilgen, 2006).

2

Open and Consistent Communication

Regular updates and check-ins

Clear channels for sharing information

Timely communication across team members

Effective communication is a key characteristic of high-performing teams. Consistent information sharing reduces misunderstandings and ensures that team members remain aligned. In environments where collaboration is weak, communication breakdowns often lead to missed deadlines and reduced service quality. Research on team effectiveness emphasizes that structured and frequent communication supports coordination and performance (Salas et al., 2015).

3

Trust and Psychological Safety

Team members feel respected and supported

Safe environment to share ideas and concerns

Willingness to ask for help

Trust and psychological safety allow team members to speak up, ask questions, and address concerns early. When teams lack trust, members may work in isolation, which undermines collaboration and slows progress. Psychological safety has been linked to higher engagement, learning, and team effectiveness, particularly in collaborative work environments (Edmondson, 2018).

4

Accountability and Follow-Through

Clear expectations and deadlines

Shared responsibility for outcomes

Reliable task completion

High-performing teams balance support with accountability. Team members are expected to complete tasks on time and communicate proactively if challenges arise. In the identified teamwork problem, missed deadlines contributed to delays and customer dissatisfaction. Accountability systems help ensure consistency and reliability in team performance (Robbins & Judge, 2020).

5

Continuous Feedback and Improvement

Regular reflection on team performance

Willingness to adjust processes

Learning from challenges and successes

High-performing teams continuously evaluate their effectiveness and make adjustments as needed. Feedback allows teams to identify collaboration gaps and improve workflows before problems escalate. This practice is essential for preventing ongoing delays and improving service quality. Teams that engage in regular reflection demonstrate stronger long-term performance (Kozlowski & Ilgen, 2006).

6

Resources

Belbin, R. M. (2010). Team roles at work (2nd ed.). Butterworth-Heinemann.

Edmondson, A. C. (2018). The fearless organization. Wiley.

Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77–124. https://doi.org/10.1111/j.1529-1006.2006.00030.x

Robbins, S. P., & Judge, T. A. (2020). Organizational behavior (18th ed.). Pearson.

Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations. Current Directions in Psychological Science, 24(3), 207–214. https://doi.org/10.1177/0963721414567365

7

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C205Task2.pptx

C205Task2.pptx

C205Task2.pptx

C205Task2.pptx

C205Task2.pptx