Teambuilding is treated by both providers and consumers as bonding magic; an art rather than a science, understood only by consultants who must be brought in from the outside. Teambuilding is a series of specific communications or conversations that occur between people who could share responsibility to get something done. Anyone can have these conversations with coworkers.
If we are doing teambuilding, we aren’t getting real work done. Doing teambuilding means taking time out from the real work. Teambuilding happens in the course of work. If it doesn’t happen naturally (as is frequently the case), then there are a series of conversations that people can invoke about their work in order to build the team.
The first step in teambuilding is for people to appreciate each other more (personality inventories are important to building the team). Teams can perform well even when members don’t like each other. When teams form naturally, the most likely first step is understanding what the team has been established to do, i.e., clarifying shared responsibility.
Teams get built (by someone) and stay that way. A common variation of this myth is that the time to do teambuilding is when relationships are in high conflict. Teams don’t stay built. Many events can occur during the life of a team to break the team’s healthy dynamics. An organization shouldn’t depend on outside consultants to make teams happen. A better solution is for professionals who work in shared responsibility environments to learn how to build teams for themselves.
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