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Teamwork between individuals in a firm are foundations for corporations. Assembling efficient teams can increase productivity, achieve higher synergy and gain broader perspectives. Nevertheless, teams are not always effective; its benefits can only be reaped if the group has trust, common goals and compatible personalities necessary for achieving high performance.
THE SITUATION
The article, Leading in Hostile environment, presents difficulties in leadership in an unamicable environment. Medical One… largest multispecialty healthcare practice having numerous regional clinics& employed more than 13,000 employees& 900 physicians were bought by Healthcare Plus& smaller but more financially sound practice (page 1). Though Medical One was in a financial crisis where debts overrun income, the employees of Medical One were still resentful to being purchased by a smaller company. The two companys differences in practice, with Medical One, priding themselves for providing extremely high healthcare services and Healthcare Plus rumoured being cost-cutting orientated, further fuelled a feeling of bitterness in Medical One employees as they believe that lower costs equates to lower-quality health care (page 1). Hence, the merger resulted in Medical Ones employees feeling angry and misplaced, affecting the efficiency and performance of teamwork with Healthcare Plus employees.
CREATION OF INGROUPS/OUTGROUPS
The different opinions of how a healthcare company should run, created ingroups and outgroups between the employees of healthcare Plus and Medical One. Ingroups are formed when individuals are able to define themselves within a group (Otten & Epstude 2006). Employees of Medial One have defined themselves in terms of their history (working for Medical One) and having the same perception of the quality they must provide (Otten & Epstude 2006). Additionally, Medical One employees firm belief that cutting costs means reducing quality of service (whereas Healthcare Plus believed that cost-cutting is necessary), created difference in moralities (principles distinguishing right and wrong). This morality-based ingroups, expressed by Weisel and Bohn in article Ingroup love and outgroup hate in intergroup conflict, will result in stronger emotions and intolerance towards outgroups (Weisel & Bohm 2015), presenting the us vs them mentality. A more apparent display of negative emotions towards the perceived outgroup members is seen as (Healthcare Plus employees) they avoiding to support the ideas they presented (Weisel & Bohm 2015) – many of the managers were resistant to the ideas (page 3). This division, between members of the group, results in tension and hostility.
5-STAGES OF GROUP DEVELOPMENT
This divided relationship between members will also prolong the storming stage of the 5-stage model of group development as each group will be more assertive of their opinions (Weisel & Bohm 2015; Toggl n.d.). Increased number and magnitude of conflicts will be seen, as they dont possess acceptance and collaboration necessary to move on to the norming stage (Abudi, G. 2010).
FACTORS EFFECTING TEAM EFFECTIVENESS
Although the scenario presents a group setting, many theories regarding teams are also applicable.
Context
A healthy climate of trust is absent in this group as there are segregation of beliefs between Medical One and Healthcare Plus employees. This mistrust roots from Medical One employees fearing Healthcare Pluss lower cost policies will result in lower quality of health care, making them lose their reputation of having high quality services. Mistrust between members will lead to cautious activities (concerned others will take advantage) and deteriorates good decision making (Shagholi et al. 2010). Members will be less willing to take risks and commit to leaders goals, leading to inefficiencies in performance (Robbins et al. 2016).
Process
Hostility between members were formed as factors e.g. having a common purpose, specific goals, team efficacy, team identity, team cohesion and similar mental models, were impaired.
Due to team disarray and interpersonal conflicts, a common mission is not developed, hence clear establishment strategies regarding what needs to be completed and how to improve, were not present. These interpersonal tension and no common goal, encouraged a divided feeling; resulting in low team efficacy and non-cohesive members (Robbins et al. 2016; Hirokawa & Rost 1992).
The mental model of believing Lower costs equates to lower-quality health care from personal experiences in Medial One, also makes the groups performance suffer (Page 1); as employees are fighting over how to do things, instead of what to do seen in argument. Medical Ones biased mindset, resulted in both extensive task-based conflicts and interpersonal conflicts with Healthcare Plus, disrupting possible progress. Task-based conflicts is seen as there was no agreement to solutions and interpersonal conflicts are also present as resentment was felt after becoming acquired by Healthcare Plus. (Robbins et al. 2016)
COMMON GOALS
Groups are defined as interacting and interdependent individuals, achieving particular goals. A common objectives accepted by all members of the group are essential seen in the definition. Having a common, specific yet challenging goal would increase employee motivation and commitment to an organisation (Troselius 2017; Latham, 2004). It would also allow members to develop respect and fellowship as they have a clear purpose, enabling them to have better conversations regarding how to reach this goal. An element to solving the teams hostility issue.
COMMON OBJECTIVE:
Define the managers roles
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