.
When dividing up the work, the group must therefore be aware of these .
differences and assign tasks accordingly. However, caution must be heeded, as .
the main purpose of a team is to share appropriate knowledge between members, which entails learning. By being involved with the hardware part of the .
project, a member who feels uncomfortable with hardware can become more .
skilled in that area. However, giving this person total charge of that portion of the .
project is not a good idea. Teaming them with someone who is familiar with .
hardware aspects give both a chance to further their skills. Furthermore, when a .
solution is required that involves both hardware and software, both members .
would have at the very least an appreciation of the requirements. .
.
Team Dynamics 4.
A further skill required for teams is that of resource control, typically time and labor. Teams must be careful not to dwell on minor points and constantly assess progress in the greater scheme of things.
One of the most important tasks for managers is to bring individuals" goals into congruence with the organization's goals. In most projects, there are both team and individual goals such as individually writing a small program that will be used as part of a larger project. Individuals must therefore find a way to achieve their individual goals while still attaining the team's goals. In most cases, as in the one above, the individuals" goals and the team goals are interrelated. Several other situations and requirements occur and even underlie team dynamics:.
Involve everyone.
Teams often have both mice and loudmouths. Input from both .
is valuable so the teams should strive to involve the mouse and to prevent the .
loudmouth from dominating. Asking quiet members for their input and requesting .
more vocal members to summarize their views helps the situation. .
Dealing with feedback. All criticism must be neutral and focused on the task, not the personality.
