1 Creative Tension For teams to take advantage of differing perspectives, opinio
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1 Creative Tension
For teams to take advantage of differing perspectives, opinions, and approaches, the team climate should be characterized by “creative tension.” This involves an environment where differing views are accepted, and members feel comfortable and safe in contributing their ideas. Input from all members is encouraged, and honesty is a norm that is supported—even when that honesty means that others’ views are questioned. On the other hand, unwarranted criticism is not a characteristic of creative tension.
Supportive climates for teamwork are those that present the task in a challenging manner. This may involve an urgent deadline, a perplexing problem to solve, or just a change from the standard way of approaching the task.
This involves the ability to pull together and work collaboratively on a difficult task. It consists of an individual “surrendering” of the ego to set aside one’s own personal interests in favor of the group. It is a competency that is essential to interdependence and effective team functioning.
Management must be willing to grant the team freedom from micromanagement, excessive surveillance, or other intrusive evaluation forms. Freedom also involves the autonomy to determine how work is scheduled and accomplished.
Management and team members can significantly increase team effectiveness by encouraging and empowering them to take the initiative. It should resist the temptation to rely on the status quo but urge the team to discover new methods and solutions.
The willingness of individual team members and the organization to commit sufficient resources is essential. Resources can include time, effort, information, technology, funds, and manpower.
Six different management and team competencies/conditions were described. Reflect on how these competencies/conditions act either alone or with others, to create a task and interpersonal connection.
Read the following article:
Lii, A. T., Alsever, J., Hempel, J., & Roberts, D. (2014). The new teamwork. Fortune, 169(6). Then answer and explain the following:
Do competencies/conditions act either alone or with others to create a task and interpersonal connection.
Discuss how each competency and condition leads to either task and/or personal relationship by contributing to goal clarity, loyalty, trust, or information sharing.
Use the attached file to help explain your reasons.