Discuss the benefits and challenges of teaming. Using examples, evaluate the significance of teaming in getting the work done in today’s global business environment.
My career in power generation is close to 25 years and
from the beginning, I have always been working in Teams. The initial process of
forming a team of power plant professionals and apprentice is a tedious process
and involves a lot of trainings and activities in preparation for a good
relationship within the team. Hiring the best power plant professionals from
different region of the world will come about certain conflicts and
disagreement initially as the team evolves to more a robust group.
Individuals coming from different types of power plant
will clash about certain protocols, comparing their previous power plant to the
present one. One will compare their previous techniques used and will argue
that what they had is the best practise and most of the time, they will
initially ignore the present set-up. Teamwork can sometimes lead to conflicts
and disagreements. Differences in opinions and personal conflicts can disrupt
the team’s cohesiveness. Collaboration within teams of power plant
professionals is the key in establishing a good team. One must understand the
values and the common goals of the present team, the company’s vision to
achieve a common goal as one team.
One must understand the task at hand on a distinct
role on the team and a need for teammate to interact with other teammates to
communicate. (McNeese, N. J., Demir, M., Cooke, N. J., & Myers, C. 2018).
As the company is setting up groups of power plant
professionals and later will be put into different teams on a shifting roster,
an analysis of each team members traits, behaviours and camaraderie will be
scrutinized, to properly group them together on a shift. This is an important
aspect in forming a cohesive team. The objective is to have everyone teaming
together initially to identify who will be in teams on shifts. Normally, when
organisations convene groups of individuals with diverse knowledge, the
challenges are particularly intense. (Edmondson, A. C., & Harvey, J.-F.,
2018).
The challenges of teaming a group of experienced power
plant professionals are intense and excruciating. But the rewards are
fulfilling. Human Resource Management (HRM) plays a huge role in this stage of
team development. HRM should offer a comprehensive view on the competencies
available and should assist in the challenges associated with combinations of
knowledge attributes. (Edmondson, A. C., & Harvey, J.-F., 2018).
Throughout my career, I have had learned from my
seniors and peers in the operations and maintenance of a power plant. Through Collaboration,
I have experienced different perspectives and knowledge from my teammates on
how to deal certain scenario associated to malfunctions in the power plant. The
idea of Knowledge-sharing through teaming enhances my skills and
expertise in the power plant. It improved my decision-making skills as I
received inputs and insights on how to deal certain dilemma, we are facing in
the power plant. I am motivated to learn more as I am inspired by the
different sets of skills my teammates have. My eagerness and my passion to
learn all facets of the power plant were developed through teaming. I have learned
through experience and have improved my problem-solving skills in the
power generation sector through teaming. As a team, we have learned to depend
in each other and be accountable on the actions we take. Most
importantly, I have gained friends over the years through working in teams.
With increasing complexities within today’s global business environment, especially in a power plant setting, where power generation are now being financially traded, teamwork enables organisations to leverage diverse perspectives, enhance efficiency, and improve problem-solving capabilities. However, it is essential to address the challenges of communication, collaboration, and accountability to reap the full benefits of teaming.
Reference
McNeese, N. J., Demir, M., Cooke, N. J., & Myers,
C. (2018). Teaming With a Synthetic Teammate: Insights into Human-Autonomy
Teaming. Human Factors, 60(2), p. 263. https://doi.org/10.1177/0018720817743223
Edmondson, A. C., & Harvey, J.-F. (2018).
Cross-boundary teaming for innovation: Integrating research on teams and
knowledge in organizations. Human Resource Management Review, 28(4), p. 348. https://doi.org/10.1016/j.hrmr.2017.03.002
Edmondson, A. C., & Harvey, J.-F. (2018).
Cross-boundary teaming for innovation: Integrating research on teams and
knowledge in organizations. Human Resource Management Review, 28(4), p. 356. https://doi.org/10.1016/j.hrmr.2017.03.002
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