Authored by David Wright
Myths and Realities of Teamwork is a library of insights from a man who has spent thirty years building teams in organizations. Mr. David Wright focuses on Key milestones that mark a team’s journey to high performance without failing to not that there are myriad pitfalls and challenges on the way. He underscores that even in a very strong team environment, an individual’s needs cannot be ignored. Myths and realities of teamwork are explained objectively and in a realistic approach. For mature teams, the book gives bearing of what needs to be done in recapturing that early enthusiasm and respect that may have been witnessed when the team was new.
The most prominent myths about teamwork in David Wright’s book are six. The first myth is that teams are harmonious people. The reality is, teams are made of diverse people with specific needs to be met. Second is that team conflict is unhealthy, the reality is that conflict should be harnessed for common good rather than be suppressed. Third myth is that people like teamwork, Wright observes that some people like working solo while others are indifferent. Fourth Myth is that teamwork is essential for business success, in real sense some simple tasks need no teams and that teamwork only thrives in complexities. The fifth myth is that teams are easy to influence and manage, Wright notes that in reality teams require courage and high levels of personal awareness from its leaders. Lastly, it is a myth that senior managers encourage teamwork, the reality is that most senior managers are anxious about teamwork and the potential loss of power or control.
The Irish writer and alumnus of Trinity College in Dublin suggests twelve milestones that must be achieved in a fruitful journey of a team. The twelve include; burying myths and raising realities, understanding organization culture and team’s potential starting point, establishing team goals and vision, establishing ground rules for effectiveness, meeting skills and positive contributions, recognizing the team processes, developing team skills that will aid success, defining the team roles beyond pure functional roles and predicting future success or failure, understanding empowerment and its place, having level of openness and trust, embracing high performance and understanding the practice of leadership for all. David Wright acknowledges that building an effective team is akin to taking a journey and members of the team must experience the journey together.
The writer is a Certified Accountant working with small business owners to deliver business plans that serve their management and financial needs. | firstname.lastname@example.org