Leadership, Teams, and Norms

This starts with communication from the leader on his expectations about the behaviour of members . The norms are developed in a meeting where ideas are shared , sorted and agreed upon where the team leader acts as a process facilitator . This individual ought to be observant about the actions of group members and always prepared to manage operations that are aimed at disrupting the norm development process . Examples of team norms include , only one person speaks at a time , We have respect when we listen without being defensive and speak without being offensive

' and every meeting has a designated facilitator and minute taker (Huber , 2006

Disruptive group members include compulsive talkers , non-talkers interrupters and squashers . Compulsive talkers are those that overvalue their contributions . Such people should be identified and their behaviour managed . For instance , they should be thanked for their contribution and asked to hear from others on the same Non-talkers do not speak at all . They can be asked to write their contributions and submit them or asked to hear their contribution at some other time . Interrupters show lack of self control and they should be controlled for they can derail the whole process . Squashers on the other hand try to squash an idea even before its development Suggestions about procedures or processes that have not been proven or tried can redirect their behaviour (Huber , 2006

It is evident that a group is very fundamental in any organization . Even in the absence of any formal group , informal groups come into place . A team is a special group and should have an effective leader who is responsible for facilitating the team operations and instilling good norms to all the members . It is important that the dysfunctional team members should be identified and appropriate methods sought in an effort to manage their...