With changing market forces and business values, the traditional team model has given way to a new world order of virtual and ad hoc teams, where individuals believe they work for 'Me Inc.' The challenge now is how to lead these teams on shifting bedrock of low organizational loyalty, high staff turnover, skill specialization and increased outsourcing.
Prior to the 1980s, the "traditional" team model prevailed. But with the emergence of numerous market forces and changes in business values, the traditional team has given way to the new world order of ad hoc teams, where individuals believe they work for "Me, Inc.," and virtual teams. Now the challenge is how to build teams on shifting bedrock of low organizational loyalty, high staff turnover, skill specialization, and increased outsourcing.
A team is a group where the whole is greater than the sum of the parts. The relationships between team members are the "glue" of the team. This intangible glue binds the individuals, where team members' individual skills, knowledge, and expertise complement and enhance one another. As a result, the synergy among team members brings higher performance. Experts have identified eight characteristics of high-performing teams: