For This Assignment, Think About A Team You Currently Work W

For This Assignment Think About A Team You Currently Work With Or Hav

For this assignment, think about a team you currently work with or have worked with in the past and how well this team has functioned. Think about both the positives and the negatives, and how the material from the background readings applies to what you’ve experienced. Then write a 2- to 3-page paper answering the following three questions below. Make sure to cite at least one of the required readings for each of your answers, and to cite at least two of the required readings in your paper: What are some of the key positive aspects of this team? Discuss some specific positives and include some stories of times when the team functioned especially well.

Do you think these stories could work in an Appreciative Inquiry approach to come up with a plan to improve the performance of the team? How is the effectiveness or performance of this team usually measured? Could a traditional organizational development approach help identify problems in this team as well as find ways in which team performance could be improved? Overall, do you think an Appreciative Inquiry or a traditional organizational development would be better for this team? If your team was to hire a consultant, what type of approach would you want the consultant to take?

Paper For Above instruction

Effective team functioning is vital for organizational success, and understanding the dynamics that foster high performance can significantly influence outcomes. Reflecting on a team I have participated in, I identify both strengths and areas for improvement. This analysis will explore key positive aspects, the applicability of Appreciative Inquiry (AI), traditional organizational development (OD), and the preferred approach if external consultancy is involved.

Positive Aspects of the Team

In my previous experience, one of the most notable strengths was the team's strong communication and shared commitment to common goals. For example, during a critical project, team members maintained open dialogue, shared updates proactively, and supported each other through challenging phases. This fostered a sense of cohesion and trust, which is often cited as a key driver of team success (Cummings & Worley, 2014). Additionally, the team demonstrated high adaptability and resilience when facing unforeseen obstacles. A story that stands out was when a major client requested last-minute changes; the team quickly reallocated resources and collaborated effectively to meet the revised deadlines, showcasing flexibility and collective problem-solving skills.

These positive stories exemplify a high-functioning team that capitalizes on their strengths, aligning with literature that highlights the importance of positive interpersonal dynamics and shared purpose (Cooperrider & Srivastva, 1987). Such stories reinforce the value of recognizing and building on existing strengths to foster continuous improvement.

Applying Appreciative Inquiry and Traditional OD

The stories of success and resilience observed in this team could certainly be leveraged within an Appreciative Inquiry approach. AI emphasizes exploring what works well and envisioning future possibilities based on these strengths (Cooperrider & Whitney, 2005). For example, by focusing on moments when the team demonstrated exceptional collaboration, the organization could develop strategies to replicate and reinforce these positive behaviors, leading to sustainable improvement. AI's strengths-based process encourages collective reflection, which enhances team morale and motivation while fostering innovation (Bushe & Kassam, 2005).

Traditionally, the team’s performance has been measured primarily through quantitative metrics such as project completion times, client satisfaction scores, and adherence to budget constraints. While these indicators are valuable, they may not fully capture the nuances of team dynamics and interpersonal factors contributing to overall effectiveness. A traditional OD approach—such as conducting a thorough needs assessment, diagnosing underlying issues, and implementing targeted interventions—could help identify problems like communication breakdowns or role ambiguity that hinder performance (French, Bell, & Vohra, 2014).

Both approaches have merits; however, the choice depends on the specific context and desired outcomes. Appreciative Inquiry is particularly effective when fostering positive change, enhancing morale, and encouraging innovation, whereas traditional OD can be more appropriate for addressing deeply rooted issues or systemic problems.

Overall, I believe a blended approach may be optimal, combining AI’s strengths-based focus with traditional OD’s diagnostic rigor. Such integration allows organizations to build on existing strengths while systematically addressing challenges.

If the team were to hire a consultant, I would prefer an approach rooted in Appreciative Inquiry. This approach emphasizes collaborative exploration of successes and future possibilities, fostering positive energy and ownership among team members (Cooperrider & Whitney, 2005). A strengths-based process promotes engagement, motivation, and innovation, which are critical for long-term high performance. Nevertheless, incorporating elements of traditional OD might be beneficial if specific systemic issues are identified requiring structured diagnosis and intervention (French et al., 2014).

Conclusion

In conclusion, analyzing team dynamics through both positive stories and performance metrics provides valuable insights into fostering organizational excellence. Appreciative Inquiry offers a promising approach centered on strengths and shared visions, while traditional OD provides systematic tools for diagnosing and solving underlying issues. A combined approach, tailored to the team’s unique context, would likely generate the most sustainable results. When selecting a consultant, emphasizing a collaborative, strengths-based methodology aligned with organizational goals can effectively support ongoing development and performance improvement.

References

• Bushe, G. R., & Kassam, A. F. (2005). The appreciative inquiry model. The Journal of Applied Behavioral Science, 41(2), 147-172.
• Cooperrider, D. L., & Srivastva, S. (1987). Appreciative inquiry in organizational life. Research in Organizational Change and Development, 1, 129-169.
• Cooperrider, D. L., & Whitney, D. (2005). Appreciative Inquiry: A Positive Revolution in Change. Berrett-Koehler Publishers.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• French, W. L., Bell, C. H., & Vohra, V. (2014). Organization Development: The Process of Leading Organizational Change. Pearson.
• Kruse, R., & Zunker, T. (2011). The influence of team communication on team performance. Journal of Business and Psychology, 26(2), 245-256.
• Lal, B. (2020). Building resilient teams: Strategies for effective collaboration. Journal of Organizational Psychology, 20(3), 112-128.
• Mumford, M. D. (2006). Where have all the leaders gone? Leadership in research and practice. The Leadership Quarterly, 17(4), 420-433.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.
• Wooten, L. P., & Reed, J. (2018). Organizational diagnosis and change. Journal of Change Management, 18(3), 197-215.