A disciplined team is a performing team.
Groups don’t become teams because that is what someone calls them. Nor do teamwork values by themselves ensure team performance. So what is a team? The essence of a team is shared commitment. Without this commitment what you have is a group performing as individuals; with it, you get a powerful unit of collective performance.
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The best teams invest a tremendous amount of time shaping a purpose that they can own. Teams develop direction, momentum and commitment by working to shape a meaningful purpose. The best teams also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance.
A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. In short, an effective team is always worth more than the sum of its parts.
There are three basic types of teams:
Teams that recommend things-task forces or project groups.
Teams that make or do things-manufacturing, operations, or marketing groups.
Teams that run things-groups that oversee some significant functional activity.
For managers, the key is knowing where in the organisation real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance.