3. INTRODUCTION : INDIVIDUAL DYNAMICS
If a person, place or thing is energetic and active, then it's dynamic. If someone has a dynamic
personality means he has some extra qualities like creative thinking, ability to complete the target,
is successful and has positive attitude. These qualities are termed as INDIVIDUAL DYNAMICS.
FEATURES OF A DYNAMIC PERSON
• Has a positive attitude and approach.
• Can adjust to various environments.
• Can come up with brilliant solutions for seemingly impossible problems.
• People go to him for getting their queries solved.
• Is innovative and creative.
• Eager to learn and use what he/she has learnt.
4. INTRODUCTION : TEAM DYNAMICS
Team dynamics are those
psychological forces influencing
the direction of your team’s
performance and behavior. Those
dynamics are created by the
personalities involved and how
Kurt Lewin, a social psychologist
and change management expert,
first described group or team
dynamics in 1939.
5. The term means to understand the individuals that make up a team, a method of
exploring behavior and the reasons for that behavior, Lewin explained.
In group dynamics, he said, we recognize the abilities of an individual and how they
will interact with a group. His work is considered central to good management
Positive team dynamics occur when team members trust each other, work
collectively, and hold each other accountable. When a team has a positive
dynamic, its members are more successful and there is less chance of conflict.
A team with poor dynamics includes people whose behavior disrupts work flow and
results in wrong choices, poor decision-making or no decision-making at all. Poor
dynamics leave the team more vulnerable to conflicts.
6. STAGES OF TEAM
This process of learning to work together effectively is
known as team development. Research has shown that
teams go through definitive stages during development.
Bruce Tuckman, an educational psychologist, identified a
five-stage development process that most teams follow
to become high performing. He called the stages:
forming, storming, norming, performing, and
adjourning. Team progress through the stages is shown
in the following diagram.
7. • Forming stage
The forming stage involves a period of orientation and getting acquainted. Uncertainty is
high during this stage, and people are looking for leadership and authority. A member who
asserts authority or is knowledgeable may be looked to take control. Team members are
asking such questions as “What does the team offer me?” “What is expected of me?”
“Will I fit in?” Most interactions are social as members get to know each other.
• Storming stage
The storming stage is the most difficult and critical stage to pass through. It is a period
marked by conflict and competition as individual personalities emerge. Team performance
may actually decrease in this stage because energy is put into unproductive activities.
Members may disagree on team goals, and subgroups and cliques may form around strong
personalities or areas of agreement. To get through this stage, members must work to
overcome obstacles, to accept individual differences, and to work through conflicting ideas
on team tasks and goals. Teams can get bogged down in this stage. Failure to address
conflicts may result in long-term problems.
8. • Norming stage
If teams get through the storming stage, conflict is resolved and some degree of unity
emerges. In the norming stage, consensus develops around who the leader or leaders are,
and individual member’s roles. Interpersonal differences begin to be resolved, and a sense
of cohesion and unity emerges. Team performance increases during this stage as members
learn to cooperate and begin to focus on team goals. However, the harmony is precarious,
and if disagreements re-emerge the team can slide back into storming.
• Performing stage
In the performing stage, consensus and cooperation have been well-established and the
team is mature, organized, and well-functioning. There is a clear and stable structure, and
members are committed to the team’s mission. Problems and conflicts still emerge, but
they are dealt with constructively. The team is focused on problem solving and meeting
10. WHAT MAKES A GOOD TEAM
A thriving team has open and honest
discussions, sharing their thoughts, ideas
and opinions. They engender a
meritocracy, ensuring no-one is above
anyone else and allowing everyone to feel
as though they can contribute freely.
Creating this sort of culture is one of the
fundamental foundations of a successful
11. Diversity and Heterogeneity
Thriving teams value diversity. They
recognise each individual’s strengths
and their preferences to assign tasks,
and ultimately to boost performance.
Each team member is valued for their
unique talents and skills. Collectively, a
diverse skill set, way of thinking,
experiences, idea generation and
problem solving helps to create an
effective team and enhance results.
12. Clear Goals
The overriding factor which differentiates a
group of people from an effective team is a
clear goal. However, this goal needs to be
more than an organisational objective: it
needs to matter to the team, to be something
that they will value and see the benefit in
achieving. Each member knows the value of
their personal contribution to the team goal.
When individuals focus on the critical
differences only they can instigate, results
increase and teams become effective and
successful. As a team, members should agree
on and set goals. From here, the team can
devise a plan for goal completion. What to
do, who to do it, how to do it, when to do it.
Each individual member is accountable and
has responsibility for the team’s overall
A good leader is an essential
component of a successful team.
They are the one that the team
trusts and respects. The best teams
are directed by a leader who is
open to feedback and criticism, and
who can communicate the team's
vision and the organisation's vision.
They foster employee engagement
and development. They are even
willing to share leadership -
deferring to other members of the
team and using collaborative
practices when they are necessary.
14. Trust and Respect
Every thriving team relies on a high degree of
trust. When you know that your colleagues are
reliable and competent, you can trust them to
work independently toward the team goal.
Teams are most effective when there is a mutual
respect between members. Leaders are
imperative in creating a culture of trust and
respect. For example, leaders could generate
mutual trust by rewarding behaviours that build
trust and encourage individuals to lead by
example. Alternatively, leaders could encourage
language that supports collaboration and
dialogue between team members, and even
across the organisation.
15. Managed Conflict
This is an essential component to aiding team
growth. It is important that when issues arise
they are not avoided or ignored. When managed
effectively there are a plethora of benefits to be
seen including: the quality of decision-making;
improved creativity; increased scope of view;
increased participation from team members and
more effective communication. It is also
important for the team leader to differentiate
between a culture of challenge/disagreement
and blame/criticism. If the environment
empowers team members to challenge one
another in a constructive and open manner, then
the working relationship within the team is likely
to be more creative and productive.
16. TROUBLES WITH TEAM
Individuals better/faster on some tasks.
In Process losses - cost of developing and maintaining
Companies don’t support best work environment for
team dynamics .
Conditions for Social Loafing
• Low task interdependence.
• Individual output not visible.
• Routine, uninteresting tasks.
• Low task significance.
• Low collectivist values
When the team process is executed effectively a team can be used to pool the
ideas and experiences of its members in search for a collective outcome. Team
can help organizations of all types be more efficient in problem solving by
pooling experienced employees to work together. A key to an effective team is
to understand group dynamics. Good group dynamics begin with good
relationships, both on an individual basis and the relationships of individuals
with the team. Once you have established good relationships, assigning
positions in the team will give a team the opportunity to be successful. By
identifying possible pitfalls that may hinder good team dynamics team members
can combat the effects and develop a more productive and successful team.