Team Fundamentals Within any sort of team, whether it is sport-related or the marketing team for Apple, Inc.

, there are unique qualities and activity that is a must for an effective and rewarding team. Without these individual attributes and markers, a team is potentially at risk of crumbling a part and causing negative consequences. A leading and phenomenal team must carry shared vision, values and ethics; as well as engage in good conflict and creativity. All of these factors hold a purpose and are able to be performed in order to see the big picture behind the formation of a team. To begin, when a team is in the forming stage of Tuckmans stages of group development (Maples, 1988); one of the initial tasks that are to be accomplished is that of creating a shared vision. The purpose behind shared vision is to provide team members with direction and confidence. With multiple different visions and ideas of where a team should be headed in the future, it is left at a halt. Without a single united vision, the team is then pulled and pushed back and forth until there is only confusion and no eagerness to perform effectively by its members. A lack of shared vision equates to an equal lack for a shared mission of activity to reach the vision. Team members must be enthusiastic to work and a team devoid of shared vision is all-inall purposeless with no vitality, focus, and assurance (O'Brien, 2001). In order to apply creating shared vision to a future team, a team leader must gauge whether it fits with each members values and whether it falls within the six compasses of vision. A team leader should first evaluate each members values and how they fit in the big picture of the team. If one team member is only in it for himself, then there will most likely be problems ahead. Alignment of interests is incredibly significant to the creation of a shared vision (Lassiter, 2004).

Upon a prospective vision being formed, it is to be assessed by the six compasses of vision. The first being the moral compass will assess the integrity of each member and their motives, which is linked to their values. The next compass tests intuition and if the vision in question is truly a passion of all members involved. The vision must completely be wanted by everyone deep within themselves. The third compass makes use of the past. A captivating vision unites the past, present and future to gain the trust and ease of all members, who with some may have been in the particular organization longer than others. The fourth compass relates to direction and if a team strives on the same purpose. If a team in whole has the drive and confidence to pursue the vision of its dreams and its purpose is genuine, then it will eventually gain success in the end. The next to last compass involves strategy and whether goals have been planned and ready to implement. Motivation and energy are nothing if goals and instruction are not used for the vision will seem far away and the ambition of members will diminish. As Vince Abner once said, It is not enough to stare up the steps; we must step up the stairs. The last compass measures the range of a teams vision. It is helpful to have a long-range vision with breaks inbetween so members will not feel flustered by failures along the way. There is always room for improvement and goals within a long-range vision will aid in that respect. These compasses thus mentioned make up the rubric of how a team leader should assess its vision and application (Maxwell, 2001, p. 92-96). Now that the reasoning behind shared vision of a team has been examined and explained, the next quality of an effective team is that of shared values (Lundholm, 2011) and ethics (Schneider, n.d). This evolves in the norming stage of team development (Maples, 1988). As mentioned before, the interests of all members of a team must be in alignment and out in the

open. If there is not a shared vision within a team, there will most likely not be any shared values and ethics. The values and ethics of a team resonate to the core of its foundation and the whole reason it is formed to begin with. Having relatively equal values such as honesty, integrity, flexibility, loyalty, etc., make up the work culture of a team and its affiliated organization. One thing to remember is that a team may have similar values (Lundholm, 2011), but the ethics of each member may be different as far as how they act on their values. These two principles need to be in formation with each other for the reason that bad conflict could potentially occur and the true intentions of all members may be very different. When a team is divided based on various beliefs and attitudes of where it should be headed, then it is not viewed as a single unit, but as branched out pieces of a vague and non-concise vision and mission. The values and ethics of a team aid in the implementation and success of its mission and hopefully, its vision. They are the building blocks to success (Schneider, n.d). Moreover, the operation of producing shared values and ethics to a future team may implemented through such techniques as strategy team-building exercises ("Team Building Exercise: Matching Values", n.d.) and perhaps, a mock Model United Nations competition [if the team were a part of a global organization] ("Model United Nations: Prepare - Overview", n.d.). The use of a team-building exercise aids in defining each members values, behaviors and ethics from the beginning. The ultimate purpose is for members to realize everyone must be on board and in position with each other for the exercise to be completed effectively ("Team Building Exercise: Matching Values", n.d.). For instance, a team could be given the task of creating a tower from only pieces of plastic, a small percentage of tape, and other miscellaneous resources. Values such as cooperation, responsibility, creativity, communication, purpose, helpfulness, drive, etc., are all

critical in the production of the tower (Chowdhury, 2009). Along with other teams in a so-called match to the finish line, one of the factors that would be analyzed by voters would be whether a particular team stole materials from another team to assist in its advantage. Another factor would be domination within a team where one member does not allow for others to have a part in the creation of the tower. These elements and others are a red flag to management within an organization when one of its teams are being analyzed for its cohesiveness and bonding of values and ethics. The bottom line is that in order to thrive, a team must be unified in its beliefs and actions through until the finish line. A simulation of a Model United Nations debate would be an effective way toward coming to an agreement with shared values and ethics within a team through its use of requiring participants to utilize a number of communication and analytical thinking skills. Some of the activities that each team would participate in would be negotiating, conflict management, public speaking, inter and intrapersonal communication, etc.; these activities hold the purpose of figuring out how team members deliberate and reach a conclusion with other teams in relation to political affairs. A unified team is one which acts together based on similar values and morals with a firm direction, goals, and vision ahead of it. In the case of the actual Model U.N., teams of individuals represent different countries serving various committees of the United Nations with the goal of creating solutions to international issues through the process of problem-solving, consultation, as well as other methods. Through this session, individuals within teams learn how to collaborate to solve current major issues and essentially build the path toward a vision of educating participants of diplomacy in the international arena. In order for this to be attained, participants indirectly commit to similar values and ethics to reach the goals at hand. A team must not be divided based

on these factors for international affairs can be a sensitive subject to debate about when a teams members are out of alignment ("Model United Nations: Prepare -Overview", n.d.). Moreover, a team has reached the storming stage to team development when conflict has arisen (Maples, 1988). The main point to remember is that good conflict and creativity are needed within the team for growth and new ideas. Bad conflict is most likely going to occur but is unnecessary for it hinders the effectiveness of the team. To differentiate between the two types of conflict, bad conflict refers to relationship conflict which is the distaste of members with each other over petty arguments such as one member using a snobbish tone of voice or another member being selfish with relaying information to the entire team. This form of conflict leads to only negative consequences if not managed, which is why good conflict is more appropriate. Positive conflict fuels creativity and diverse, constructive ideas. Examples of positive conflict or task led conflict relate to production efficiency, advertising/marketing mobility, or with any other department of an organization which fires up beneficial debate. The byproduct of positive conflict is creativity which can occur in such cases as when a design team needs to come up with a new sketch and prototype for a particular car. All sorts of creative masterpieces may be formed from this kind of project. The positive conflict comes into play with useful comments for each design and how each could be tweaked to make it more effective and useful ("The Two Sides of Conflict", n.d.). Ways to create positive conflict and creativity in a future team would be through supporting oppositions, critiques, and differing outlooks. A team leader could possibly bring in an outside observer to the project so that the critiques are neutral as well. A member

playing a Devils Advocate is another great way to pump up positive conflict with promoting alternative choices to a decision. Producing creativity within a team would be for a team leader to place a challenge on his/her members to design and create a model or plan for a new machine that is more effective than its predecessor. Every member is a winner, but a simple prize could be thrown into the challenge to motivate and boost everyones willingness to attempt the challenge. As one can see, positive conflict is much more rewarding and profitable in the end than bad conflict; every member of a team becomes much more aware of the opinions of everyone else ("Managing Groups and Teams/Conflict", 2012). In brief, for a team to flourish well, it must carry the qualities of shared vision, values, and ethics; as well as, participate in positive conflict and creativity. The qualities mentioned are more than simple tasks of completing specific goal(s) to reach those traits or looking good to outsiders; they are the criteria of an outstanding functioning team. A shared vision is what provides motivation, passion, and excitement for a team to deliver a mission with steps along the way to monitor its performance. A team without a shared vision is hopeless, nonetheless, the idea of shared values and/or ethics (O'Brien, 2001). The shared values of a team are the epitome of its spirit and why it is formed to begin with. Values of service, knowledge, and justice are examples of the reasoning behind the creation of a team and the possibility of what its vision will be (Lundholm, 2011). Ethics are the moral principles members are to abide by throughout the life of the team to succeed to the vision (Schneider, n.d). Without shared values and ethics, why would members of a team be together to begin with? In reality, it would not be a team at all. There would be no unity or a shared drive for achievement. Likewise, without positive conflict, a team is not giving its all to reach its fullest potential. Good conflict brings out diverse ideas from all members and alongside it, brings creativity. They go side-by-side with each other in

that one sparks the other continuously. Creativity and positive conflict aid in the never-ending excitement and direction of the team ("The Two Sides of Conflict", n.d.). So, as one can see, a thriving and victorious team possesses harmony and all-inspired faith to carry on.

References Chowdhury, R. (2009, September 15). 10 Quick And Easy Team Building Exercises Retrieved April 24, 2013, from http://www.huddle.com/blog/team-building-exercises/ Lassiter, D. (2004). The Importance of Emotionally Intelligent Teams Retrieved April 4, 2013, from http://www.exe-coach.com/the-importance-ofemotionallyintelligent-teams.htm