The purpose of this research is to examine the approach of how the selected teams work to contribute to the success of the organization, the performance of a team with a characteristic modus operandi in terms of the traditional model and the X-Team model, and the possibility of developing a team to improve the organization. the performance of two teams working at the headquarters of an agricultural organization in Thailand. To execute this style of work, the team demonstrated that leadership was largely distributed across all levels of team members.
Scope of Time
Expected Outcome
Definition
An effective team
An agricultural organization
LITERATURE REVIEW
- Teams in an organization
- Understanding of Team Dysfunctions
- The Vicious Downward Spiral of the Traditional Model
- The organization as an echo chamber 4. Blaming the enemy out there
When team members deny that they have encountered the conflict, that is one of the problems because it causes the third dysfunction of a team: lack of commitment. Furthermore, avoidance of responsibility, the fourth dysfunction, results from the lack of commitment.
Starting from behind 2. Stuck on the old: Missing the new
- Starting from behind
- Stuck on the old : Missing the new
- The organization as an echo chamber
- Blaming the enemy out there
- Failure – inside and out
- X-Team model in an organization
When an undesirable outcome occurs, team members primarily judge their colleagues outside the team as the enemy. During cycles of activity, team members transfer across the team's core, operational, and off-net levels.
X-Team Principle
As team members are developing relationships with others as team ambassadors, the team can receive funding and resources. Finally, Flexible Phases is the last principle of the X-Team model that teams should adjust their main tasks on an ongoing basis.
X-Factor
- Distributed Leadership
This model encourages distributed leadership in team members to work concurrently with experts across the organization. It is a virtual process of things that will be created by the members of the organization in the future.
MATERIALS AND METHODS
Conceptual Framework
- Research Design
- Research Hypothesis
- Aspect of underperformed team
- Dysfunctions of a Team significantly affects the failure of the team performance
- Traditional Team Model could lead to the downward spiral that leads a team to the unsatisfied performance
- High performance team
- X-Team model could create the characteristics of the high performance team that lead, innovate and succeed in an organization
- Participant
- Research Instrument
- Team Model
The logic of the research design shown in Figure 3.2 depicts the holistic view of methods used in this chapter. There are three types of members in each team included as survey respondents: a core member, an operational member, and an outer-net member. Finally, in the Employee Engagement section, the bottom three engagement questions in that BU will improve by at least 50%.
To develop the interview protocol, the questions were deliberately designed to examine the actual management of the selected teams in an organization. This part of the protocol consists of three subdimensions, including extended ties, expandable levels, and exchangeable membership. The last main part of the interview questions therefore aims to examine the team management that empowers leadership to all types of members with four characteristics: meaning, connection, vision and invention.
It helped the researcher gain more understanding and more in-depth information to integrate with the concept of an effective team, the X-Team model. They were transcribed into summaries before the analysis of the main content.
RESULTS AND DISCUSSION
Findings of X-Team principles
- External Activity
- Extreme Execution
- Flexible Phase
Although the "T1" team did not develop scouting and ambassador activities in routine implementation, task coordination was encouraged to be carried out intensively by all team members. When asked about their approach to getting help from others outside the team to complete a project, a key team member exposed that “Maybe my team members are not good at some work areas. This kind of message can convince them to help us on purpose." This can be the confirmation that this team tried to develop team management after all team members achieved the principle of task coordination, which is one of the approaches integrated team, the X-Team model.
One of the team members clearly revealed, “When the goals and objectives are assigned to our team, we execute them internally in detail to complete them. The “T1” team expressed the healthy culture implanted within itself when the core member stated, “I encourage my team to work in the spirit of brotherhood relationships. The “T1” team primarily involved all team members with the healthy culture in a series of leadership styles at all levels that promoted decision-making within the team.
The self-reflection can help shape our ideas and exchange the constructive feedback in our team to think about the prevention measures for other projects.” This message could reflect the coherence of all the principles of the X-Team model. In contrast, the “T2” team showed team execution in terms of the flexible phase, as one team member explained: “There are some obstacles while working in my team.
Findings of X-Factor
- Extensive Ties
- Expandable Tiers
- Exchangeable Membership
In general, this factor refers to the different types of team members who need to be flexibly assigned roles and responsibilities. T1” could manage based on the diversity of skill sets and areas of interest of team members. All team members could be assigned tasks to complete projects, taking on the roles of core and operational members.
This was evident when one of the team members explained that “I think there should be more than one type of team member. This will be more clear in the following answer derived from one of the team members, as “We have to use certain techniques to coordinate with others. Everyone can be developed so good communication about career growth can help manage expectation of team members.”, while another team member revealed that “Everyone has both strength and weakness.
This positive attitude toward other team members could foster a supportive team atmosphere along with the elasticity of team members' roles. With this positive perspective, this team could have a potential opportunity to further develop this factor within the team, even though it was only shown by one of the team members.
Findings of Distributed Leadership
The team with pseudonym "T1" takes responsibilities in the HR field to support existing business units of this organization. The team "T1" revealed their work styles and processes similar to the X-Team concept. All interviewees of this team consisted of a core member, an operational member, an off-net member to contribute to the team's success.
In terms of team management, the performance appraisal result is approx. 8% lower than expected. First, the team "T2" consisting of members with distinct characteristics could not bring benefits to the team. This may be related to some areas of the Dysfunctions of a Team theory that the team lacks trust and commitment.
Last but not least, one of the team members could not perform the tasks flexibly due to his prejudice and negative attitude towards his own. Internal and external focus and team dysfunctions differed in terms of specific execution.
CONCLUSION
- CONCLUSION
- To study the approach on how the selected teams perform to contribute success to the organization
- To study the team performance with distinctive modus operandi in terms of traditional model and X-Team model
- To study the possibility of team development to enhance the organization performance
- DISCUSSION
- RECOMMENDATION
- LIMITATION
- FUTURE RESEARCH
Finally, this team adopts distributed leadership at all levels of team members, effectively establishing the high-performance team culture. The team management and performance of the “T1” team generally reached some areas in the X-team model and some areas in the traditional model. Nevertheless, the “T2” team showed that the evidence was consistent with fewer areas of the X-Team model and more implementations in the traditional model, as well as a higher degree of dysfunction of a team management theory.
An effective team that potentially innovates and drives organizational success should manage the team according to the X-Team approach. Although the extreme performance in the "T1" team was not at a high level, it is possible to develop this area further. To execute in this work style, the team demonstrated that leadership was distributed across all levels of team members.
It appears that a "T1" team that adopts some key elements of an integrated approach may serve another function as a change agent in the development of a high-performance team. Finally, some parts of the primary data tend to be confidential because they are related to team performance, which affects the relationship between team members.
Onttrek van Food of Agriculture Organization of the United Nations: http://www.fao.org/3/a-BT088e.pdf Lencioni, P. Onttrek van Saylor: https://www.saylor.org/site/wp- inhoud/oplaaie/2013/09/Saylor.orgs- The-4-Capabilities-of-Leadership.pdf. Onttrek van Forbes: https://www.forbes.com deborah-ancona- x-teams-leadership-managing-collaboration.html#7899adc5590e.
APPENDIX A
INTERVIEW PROTOCOL
Principles of X-Team Model External Activity
X-Factor Extensive ties
Distributed Leadership - sensemaking
APPENDIX B
INTERVIEW TRANSCRIPT
Principles of X-Team Model
Please tell me how to get help from others outside the team to complete a project. That's all I want them to carry these attributes for the sake of them and our team. In order to achieve goals, it is very important to update the status of all projects in the team.
We are trying to improve it within the team as we currently have a lot of missions to complete. There is no need to hold a regular meeting as some of our team members have a lot of work experience to complete tasks. Actually, this rarely happens due to many tasks and projects that the team takes responsibilities.
I rarely join team activities that are not related to the scope of work because I have my own personal business with my family. Sometimes we fail to solve the problems, but the team leader should encourage and inspire the subordinates in the team.
X-Factor
Then I always introduce my team members to know and make the relationship with others outside the team. Currently, my team members are the newbies so they could not coordinate smoothly with others. This shows that one of the team members is able to make a strategic action plan and coordinate all processes at the same time.
In my team, the scope of tasks is managed by agreement between the team members. Team members can be assessed on their abilities when they are delegated into different roles and responsibilities. The required characteristics of our team members should be positive attitude, communication skills, service mind and functional competence related to assigned tasks.
Please tell me how to manage team members with diverse skills as well as their different expectations. All team members can be delegated to take responsibility for different tasks and projects based on their interests and skills.
Distributed Leadership
The project owner in our team needs to provide some alternatives to the senior management so that we can achieve their expectation. Please identify the most important role of team members in helping the team succeed. There is empowerment in our team as everyone can propose ideas during brainstorming at the initial stage to drive a project.
Then we all get a fine-tuned planning of our team for the subsequent execution of the tasks. The older members should suggest some practical guidelines to the younger ones in a positive way. My team members and I prefer to brainstorm to come up with project plans.
